WORKING WITH

COLLEAGUES &
CUSTOMERS

&

DEALING WITH
CONFLICT SITUATIONS

1
Table of contents
WORKING WITH COLLEAGUES AND CUSTOMERS
Unit Descriptor 3

Element 1: Communicate in the workplace 4

1.1 Conduct communication with customers and colleagues 4
1.2 Use appropriate language 5
1.3 Use appropriate non-verbal communication 6
1.4 Observe non-verbal communication 8
1.5 Show sensitivity to cultural differences 9
1.6 Use active listening and questioning 15
1.7 Identify conflicts 18
1.8 Select medium of communication 22
1.9 Use communication medium 21

Element 2: Maintain personal presentation standards 26

Element 3: Provide service to colleagues and customers 31

3.1 Identify customer needs and expectations 31
3.2 Meet all reasonable needs and requests 35
3.3 Enhance the quality of service 36
3.4 Recognise customer dissatisfaction 37
3.5 Handle customer complaints 37
3.6 Refer difficult complaints 38
3.7 Maintain a positive manner 39

Element 4: Work in a team 40

4.1 Demonstrate trust, support and respect 40
4.2 Recognise cultural differences 41
4.3 Identify work-team goals 42
4.4 Identify individual tasks 43
4.5 Seek assistance 44
4.6 Offer assistance 45
4.7 Acknowledge and respond to feedback 45
4.8 Negotiate changes 47

2
DEAL WITH CONFLICT SITUATIONS 48
Unit Descriptor 48

Element 1: Identify conflict situations 49

1.1 Identify potential for conflict 49
1.2 Identify situations where safety may be threatened 53

Element 2: Resolve conflict situations 55

2.1 Take responsibility for finding a solution to the conflict 55
2.2 Encourage all points of view 58
2.3 Use effective communication skills 59

Element 3: Respond to customer complaints 67

3.1 Handle complaints sensitively 67
3.2 Take responsibility 67
3.3 Establish the nature and details of the complaint 67
3.4 Take appropriate action 68
3.5 Turn complaints into opportunities 70
3.6 Complete necessary documentation 71

3
Working with colleagues
and customers

Unit Descriptor
This unit deals with the interpersonal, communication and customer
service skills required by all people working in the tourism and hospitality
industries. This is a core unit which underpins all other competencies
dealing with colleagues and customers and applies to all levels and
sectors of the industry.

4
 Element 1:
Communicate in the
workplace

1.1 Conduct communication with customers

and colleagues
This unit is applicable in many workplace situations within the
hospitality industry.

Depending upon the enterprise or specific situations, customers

and colleagues can include:
 workmates/colleagues

 external customers and clients

 members of other tourism and
hospitality industry sectors

 individuals or groups such as consultants
and committees

 government or organisations

 local residents

 visitors

 media.

This broad list serves to highlight the far-reaching nature of the

people with whom we are likely to interact in the course of work.

The situations and contexts in which this unit might be applied include:
 in an office

 back of house

 front of house

 reception area

 on tour

 on site

 using a phone or mobile phone.

Again, this highlights the wide-ranging nature of our role within this industry,
and the continual way in which we interact with all manner of individuals.

5
 All communications with customers and colleagues should be
conducted in an open, polite, professional and friendly manner.

1.2 Use appropriate language

Interpersonal, communication and customer service skills are required
by all hospitality employees.

This is because the majority of work involves face-to-face conversation and

discussion with staff members and customers alike on a regular basis:
every staff member within hospitality will need to communicate with
someone – customers, suppliers, other staff members – at some stage.

In fact, it is often said that hospitality is a 'people business'.

For communication to be effective

 Every message must
have a purpose.

 Messages should
match the interests and
abilities of the receiver.

 Unnecessary words
should be eliminated.

 Chosen words should be
within the experience
range of the receiver.

 Messages should be
clear and concise,
using the correct words
and their pronunciation,
along with appropriate
inflection, tone, language, speed and volume of voice.

Clear communication skills

Communication involves sending and receiving messages via language
or speech (verbal communication) or via body language (non-verbal).

Many people think that communication is a one-way thing – you

send a ‘message’ to a customer, or vice versa.

In actual fact, for communication to occur there must be ‘feedback’: the

receiver must also send a message that indicates they have
understood the message that has been sent.

Without feedback, there is only monologue, not dialogue.

It is now recognised that communication comprises both

‘verbal communication’ and ‘non-verbal communication’.
 verbal communication is questioning, listening
and answering – the spoken word

 non-verbal communication is body language – facial
expressions, eye contact, gestures and posture.
6
1.3 Use appropriate non-verbal
communication
'Body language' is also called 'non-verbal communication'.

It is anything other than words that communicates a message – it

includes the way we stand, the way we talk, the clothes we wear, the
car we drive: all these things communicate something.

In dealing with other people, the non-verbal cues are often used –
consciously or subconsciously – in making judgements about people,
about what they say and about their honesty and/or deceptiveness.

Kinesics is the art or science of decoding body language.

There are many aspects to be considered:

− Space – The allocation of space is important. There is a
direct relation between a person's power and space: more
important and powerful people have bigger offices, for
example, and people tend not to stand as close to them.
People also have a need to stake out a claim on a piece of
ground so that it is their own territory, within which they
have control: attempts to invade this are commonly resisted
or, at least, evoke negative or defensive behaviour.

People also move around with an imaginary bubble of private

space surrounding them. They regard this as their own personal
space. Only certain known or loved others can break into this
area. When others cross into this personal space, it is a negative
experience causing concern. The size of the 'bubble' depends on
the nature of the context: it is different in a crowded room/lift to
what it is in a social gathering where there is no crowd, and
different again to what is acceptable for a fleeting social meeting
or a talk with a senior or junior colleague.

− Touch – is very much related to concepts of personal space.

While children use touch quite instinctively as a means of
communication, adults tend to steer away from it in most cases,
although some individuals are very much 'touchy-feely' people.

As a general rule, touching guests has little or no place

in the hospitality industry – exceptions are hand shaking,
and the placement of a reassuring hand following some
anxious moment or
event.

Legislation regarding harassment has meant

that many people restrict natural touching
instincts: certainly it is more acceptable for
women to touch men socially, than it is for men
to touch women.

• Orientation and posture

7
 The physical position in relation to the person we are
communicating with, and the posture we adopt, all have the
potential to convey signals.
Standing side-by-side tends to indicate compliance and a
willingness to assist: standing in front tends to indicate
confrontation.
For this reason it is seen as unproductive to conduct an interview of any
kind with the two parties sitting opposite each other, especially across a
desk: arm
chairs at ninety degrees, and a low coffee table are preferred to
encourage a non-threatening, non-confrontational situation.
Other examples of the impact of position and posture is the effect
that a standing person has on someone who is sitting, the
impression that hunched shoulders conveys, and the different
impression that standing upright with, say, hands on hips gives.
Similarly, a person who talks to you while they continue walking and
doesn't stop to communicate, gives a certain impression that is
different to a person who stops and talks.

 Facial expressions
Facial expressions are the ones that humans are best able to control.

While much can be read from them, it must be remembered that they
can be controlled or manipulated, and must be interpreted together with
the verbal messages.

 Eye movement
Eyes contribute a significant amount to total body language.

Eyes can indicate interest when regular, but intermittent, eye contact is
maintained. Very long periods of eye contact can indicate a desire for
intimacy and is therefore to be avoided in a business or workplace setting.

The listener looks at the speaker far more than the speaker usually
looks at the listener.

Long periods of looking away from the speaker or listener can

indicate disinterest.

Looking is very tied to obtaining information and feedback (one of the

reasons that the listener looks more than the talker). The person talking
will quickly receive the 'not interested' signal where the person to whom
they are talking looks away.

 Gestures
Movements of the arms, legs, hands and feet all send information. They can
be used to supplement information given verbally. Here are examples of
some body movements and their
meaning or purpose:
 pointing (to reinforce the direction given) 

 throwing up the hands in alarm (to reinforce emotions)


8
  moving the head or other body parts to stress certain
things (to support the spoken word)

 using wide and energetic gestures (to convey a certain
personality type; to express self-image)

 mirroring the stance etc of the other person, where two people are
talking about something they share (to indicate agreement or
submission; to express or reinforce person-to-person relationships)

Other factors
There are other factors that can be included in non-verbal communication.
These factors convey to the receiver messages that are not obvious.

 Silence
Many people will say that 'silence is golden' but in reality it is not.

Generally speaking, most people find long periods of silence awkward

and embarrassing in conversations and communication.

It may also be seen as threatening and can be misinterpreted as

boredom or rejection.

However, it does have its place in genuine communication when the receiver
of a message keeps quiet to allow the sender to send their message.

 Time
The interpretation that a person puts on 'time' is very much an individual thing
– one person may regard a 30-minute conversation as a brief natter,
while others see it as a long ordeal.

With children, parents often manipulate the concept of time whenever

they say, 'In a minute' – do they really mean 60 seconds? Usually not
– far from it.

Another aspect of the impression you make in valuing other people's

time is the ability to turn up at a meeting when required or when you
say you will: being either early or late (especially late) says something.

Again, what is regarded by some people as getting something done

quickly (and therefore being efficient, eager to serve, willing to please),
may be seen by others as almost the opposite. They might see it as too
hasty (and therefore as being disinterested, detached and impersonal).

1.4 Observe non-verbal communication

The previous section indicates how common non-verbal
communication is, and how many aspects there are to it.

To the untrained eye much non-verbal communication will pass

unnoticed. Also, we may sometimes misinterpret what we see – but
we will get it right most times.

For us in the hospitality industry, this means that many opportunities

to provide service, rectify a problem or make a sale will escape.

9
 It is therefore obvious how important the observation of non-verbal
communication is in the hospitality industry. As with other aspects of life, we
need to practise the observation of non-verbal communication in
order to make use of on what it can tell us.

You need to make it a habit to consciously read the non-verbal

communication, and factor it into your decoding of the verbal message
that is being sent in order to get a fuller and more accurate
interpretation of the message being sent.

You can engage in this observation in a face-to-face scenario, or

from a distance.

Reading non-verbal communication is certainly an ‘art’ worth pursuing.

It will soon make you aware that many people are
saying something, even when they’re not: being
able to respond appropriately to these non-verbal
cues can raise service to an outstanding level.

In summary, non-verbal communication to be

considered, as discussed above, may include:
 body language

 gestures and mannerisms

 voice tonality and volume

 use of space

More subtle aspects of non-verbal

communication can cover:
 dress and accessories

 culturally specific communication customs and practices

1.5 Show sensitivity to cultural differences

Hospitality staff must be aware of the differences between cultures.

Things that Vietnamese regard as 'normal', 'acceptable', 'likeable' or

even 'preferable' can be, and frequently are, very different to what
overseas tourists (or staff from overseas) expect.

There is some talk amongst certain sectors of the hospitality-tourist

industries that overseas tourists come to Vietnam to experience the
'real' Vietnam and, to experience Vietnamese hospitality'.

10
 Unfortunately this attitude is often used as an excuse to provide sub-
standard service, below par facilities and at times to ignore, or be
rude to, foreign visitors.

As a result, hospitality staff will find that foreign guests could have
differing views in terms of:
 customer expectations – many staff would benefit from viewing
advertising that promotes Vietnam overseas. For many visitors, time is a
critical factor. They expect to have their time in the country fully
occupied, and for their time to conform to the expectations created by a
variety of promotional sources. Vietnam may be presented, in instances,
as a land of beauty, of amazing food and of wonderful, friendly
hospitality;

 forms of address – each establishment will have house rules to follow
in regard to talking to guests and these must naturally be adhered to. In
general terms there is an expectation by some that Vietnam is informal
a country where everyone is treated as being equal. Many tourists will
be pleased to be greeted by a genuine and informal welcome, but there
is a time and a place for this and in the dining room, at reception or in
the room are not those places. Other guests – and many will not be
here as tourists, but for business purposes – will expect to be treated
deferentially and have their status as revered guests acknowledged,
and be correspondingly addressed;

 levels of formality and informality – in general terms the hotel should
adhere to a formal level of operation allowing other tourist/business establishments to provide the
informality. Where there is doubt, house rules should be followed, with the individual guests being
allowed to set the degree of formality/informality required. Experience will be a big factor in
determining what is appropriate in each instance, but the style of promotion the establishment
engages in is a pretty good guide about the standard or level of formality that the guest can expect;

 appropriate non-verbal behaviour – all hospitality staff should realise

that there is more to communication than the spoken word. When
dealing with overseas guests, this realisation is even more critical as
what is deemed acceptable or innocuous in Vietnam can be offensive,
intimidating or hurtful to those from a different land. Staff should take the
time to determine the major tourist groups using their venue and seek
specific information regarding their particular non-verbal characteristics;

 communicating sincerity – sincerity is easy to convey where it
genuinely exists: most guests are prepared to initially believe that staff
are sincere unless it is proven otherwise. Making a genuine effort, being
attentive, showing concern and honestly trying to assist will shine
through even where there may be a language or communication
problem, or even where there is existing hostility or dissatisfaction;

 food preferences – there is a wide variation in expectations here.
Many tourists are eager to sample the 'local' food and willing to try
whatever is seen as Vietnamese fare – many are enthusiastic about
trying our local cuisine. But there are an equal number who, after a
hectic day in seeing the foreign sights look forward to getting back in
touch with their roots and enjoying some of their homeland food – the
 key is to match the ‘want’ suitably and not to assume that everyone will
Banh Xeo or Pho;

 general service requirements – service staff in a hotel must
provide a high standard of professional service. There is no room
to lower standards on the basis of some belief that "that's the way
we do it in Vietnam". Leave it up to other establishments to
11
 provide this reduced level of service – expectations about those
shops/attractions may not be the same as the expectations that
we have taken time, effort and money to create;

 dress and appearance – once again, the establishment where
you work will demand certain dress standards and these must
be complied with. The image created by the establishment's
advertising will dictate the level required and also serve to create
expectations in guests' minds. It may be perfectly acceptable to
overseas visitors to find Vietnamese dressed in casual fashion,
but it is totally unacceptable for them to find this within the hotel!

General strategies to reduce or minimise the

effects of barriers to cross-cultural
communication
As with many other customer-contact situations within the hospitality
industry, sensitivity, patience, sincerity and a willingness to serve and
please are vital ingredients in any difficult or different guest relation or
inter-personal situation.

1) Culturally-based communication differences

When faced with a guest or work colleague where there is a nationality
difference, politeness and respect are the essentials on which to build.

The initial greeting should generally be formal and direct, and you
should be ready and prepared to apologise where difficulties/problems
surface. For some international guests though, they find that
Vietnamese go overboard on the apologising front, saying sorry for
even the most minor things – this is another example of what makes up
our culture in that continually saying sorry has got us out of potentially
problematic/difficult situations, so we keep doing it. In addition, as
Vietnamese are so willing to please they often say yes, when the
response should be an alternative.

When using the guests' names, staff should enquire as to how

the guests would prefer to be addressed, thus taking into account
any special overtones the individual may attach to their name or
title.

2) Establishment organisation
The way in which an establishment is organised and the way it
functions on a day-to-day basis can provide the platform for more
effective cross-cultural communication.

The provision of multilingual or bilingual staff is obviously an

advantage, especially in key guest-contact areas such as
reception, and food and beverage areas.

For some guests, the language difficulties encountered when travelling

overseas can add an interesting dimension to a holiday. However,

12
communicating basic needs and wants are not a part of this language
play. Providing documents in different languages (eg, registration,
menus, directions, instructions), and multilanguage establishment
signage will also encourage overseas guests. It will also increase their
feeling of being made welcome.

Other considerations are supplying food and beverages readily found in

their home countries, providing news, newspapers and magazines from
these places, having homeland music available, and employing a
selection of staff from the main visitor countries.

Where an establishment does not have any staff proficient in the

languages spoken by the establishment's guests, a reliable interpreter
should always be able to be contacted.

3) Language difficulties
Many visitors to Vietnam will have almost no knowledge of the
Vietnamese language, and problems in communicating can often
occur.

Resorting to written language may sometimes resolve the

communication dilemma

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In addition, when speaking with overseas visitors, staff will find it helpful to:
 speak clearly and – but do so without inferring that the
customer/guest is stupid;

 remember to speak at
normal volume –
people won't
generally understand
better if you shout;

 avoid idiomatic
language as this is
frequently extremely
confusing for the
foreigner and may be
misinterpreted as an
attempt to belittle them;

 give the guest your
full attention when
 communicating with
them, and show that you are trying to be of assistance; and

 be alert for signs that there has been no real understanding of what you
have said, and be prepared to repeat yourself, restate what you have
already said in different terms, or expand on what you have said.
It is common for some staff to categorise anyone who can't speak
English as 'being stupid', but it is a sobering thought for them to
consider how well they would cope in a strange land, speaking a foreign
language and trying to cope with different habits.

4) Non-verbal communication and messages

While we in Vietnam gain a lot of information about communication
from the non-verbal component, so too do visitors from overseas.

They also look to body language to help them infer meaning, and to
help make sense of the spoken word.

Various non-verbal communications (eg, gestures and eye contact)

mean different things to different peoples. You should be aware of
problems that misinterpretation can cause.

In western countries, it is commonplace for people to look each other in

the eye when talking – it is even seen as an expression of the
individual's honesty. By contrast, other cultures regard that same direct
eye contact as offensive, insolent and even to convey sexual
overtones. In some cultures, avoiding eye contact is a mark of respect,
rather than an indicator of dishonesty or guilt.

14
 Smiling is another non-verbal expression that – especially in the
hospitality industry where staff are encouraged to be friendly – we
need to be careful about. We may find smiling to be
representative of happiness, friendliness and a warm
and welcoming approach, but many Asians interpret
it as a means of covering up embarrassment,
displeasure or dissatisfaction.

Always try to find out more about the customs and

behaviours of people from countries who stay with you
– talk to friends, visit the countries, read some books.

Another way is to keenly observe individuals from

that country and make notes – mental or even written
– about what you see. Check what you have found
with other staff members. Critically analyse your
guest's reactions to what you do.

Do your observation with sensitivity to the fact that you

cannot afford to make any assumptions about what you are likely to find.
Remember that our culture does not apply to others.

5) Stress
Stress comes from two sources. Visitors are often under a great deal of
stress – in a foreign land, confronted with an alien language and not
having even the basic day-to-day working knowledge that everyone
simply takes for granted. And the staff who deal with them are also
usually a bit stressed by the normal work routine, plus the challenge of
having to cope with a difficult situation.

This situation obviously produces anxiety which can impede

effective communications.

To combat stress interfering with cross-cultural communication, the first step is

to accept that feeling a raised level of stress in these situations is normal, and
not an indicator that you are hopeless or can't handle the situation.

The next step is to identify, in advance, the possible cross-cultural

situations that may arise and do some preparation that will enable you
to cope with them when they do arrive.

Finally, when the situation arises, take steps to create a quiet and
calm environment in which to conduct the communication.

To conclude
 Be aware of the potential problems and difficulties. This is the first
step in effectively dealing with cross-cultural communications.

 Accept that people from different parts of the world will interpret
their world, the people in it, establishments, and actions using a
different frame of reference from us.

15
  Realise that differences between people are not indicative of
superior or inferior status.

 Endeavour to find out about the culture and communications
of the countries of your guests..

 Be alert to the need for you to clarify what has been said – speak
clearly, rephrase and don't be afraid to use written communication.

 Do not approach dealings with people from overseas with an
attitude that it is up to them to learn Vietnamese.

 Make sure you do not allow preconceptions or national stereotypes
to influence your attitude to guests. As has been stated in earlier
notes, guests are individuals and must be treated as such.

 Don't assume that overseas guests will like or dislike the same things
that you or your friends do: your values and your way of seeing the
world is not the only acceptable and proper way of seeing it.

1.6 Use active listening and questioning

Listening
Listening is sometimes referred to as the neglected
skill. It is without doubt a much under-rated skill,
especially when you consider we have two ears,
and only one mouth!

Because we listen so often, we assume we are good

at it and don't need to spend any time worrying about
how to do it, or how to improve doing it.

Fortunately, if we practise, we can improve our listening. Effective listening:

 encourage others to fully transmit their message by
indicating our interest and concern;

 increase the likelihood that the receiver is in possession of
all the relevant facts before proceeding;

 improve the quality of relationships – staff-staff, staff-
customer and staff-management;

 assist in problem resolution;

 enhance the chance of a proper understanding between people;

 reduce many problems and conflicts found in the workplace;

 improve morale; and

 raise productivity.
When we listen effectively we gain the appreciation, gratitude and
respect of the other person – customer or staff member.

We have two listening options. One involves listening only (active listening).
The other involves your giving verbal feedback that ensures the channel of
communication continues clear and without conflict (reflective listening).

16
 1) Active listening
When engaged in active listening, you do not speak, but listen. You
allow your body language to encourage the speaker. Active listening is:
 showing sensitivity to the talker, showing all due respect;

 displaying empathy with
the person speaking;

 demonstrating your
attention in all your
non-verbal signals;

 not interrupting;

 encouraging the other
person to continue by
encouraging behaviour
– nods, murmurs,
short words of
encouragement;

  concentrating on what is
being said and not thinking of something else;

 not being judgemental.

2) Reflective listening
In this variation, you still listen to the speaker, but you encourage
them to continue with your words rather than non-verbally.

Reflective listening is especially useful where emotions are seen to

be clouding the issue. This form of listening enables you to
acknowledge the way the person is feeling.

Reflective listening requires you to:

 paraphrase what the speaker says (sum up what has been said
and repeat it);

 read between the lines of what is actually being said;

 utilise questioning to sum up or clarify the situation;

 continue being non-judgemental, refrain from making
comments or interrupting;

 continue being sensitive.

Questioning
The asking of questions is a powerful tool in communication.

Questioning is not simply a method of eliciting information,

although it naturally performs that primary role.

'Reflective questioning' is the same idea as reflective listening, in that it

involves repeating back to the speaker what they have just said In addition,

17
 as its name states, reflective questioning puts the words in the shape
of a question.

It frequently begins with the word 'So ...', for example, "So you feel
really angry when you see someone walk out of the room and not
turn out the light?".

This method shows the speaker that:

 you have listened to what they've said

 gives them feedback as to whether or not you have focused on
the main points of the issue

 encourages them to go on and provide more information

 encourages them to clarify what they've already stated.

Alternatively, we can use 'closed' and 'open' questions. Closed

questions are asked in such a way as to elicit only a 'Yes' or 'No'
answer. They are suitable only in rare customer-service instances.

A much better choice is the use of 'open' questions. These are

questions that probe the talker for more information and encourage
them to supply further detail. They are questions that begin with
"What ...", "Why ...", "How ...", "Where ..." and "When ...".

They dig for further information, show attention, interest,

concern and a desire to assist, as well as giving another
opportunity to gain facts.

Methods to aid effective listening

Effective listening requires practice, and concentration is the key.

Practice should be focused and based on the following points:

 Prepare yourself to listen – get rid of things that may interrupt, or
act as blocks to communication: get into the right frame of mind.

 Become interested – focus on what is being said and get caught
up in it: make sure you find some way to find interesting what is
being said – ask questions, look interested, ask yourself how you
can use what you are being told.

 Keep an open mind – don't pre-judge the situation, don't interrupt
and don't tune-out: make sure you don't try to make what is being
said fit into your pre-conceived notions, ideas and prejudices.

 Identify the main idea – listen to what is being said with the intention
of extracting the core message: realise that this may come at the
start of the message, the middle or the end – there is no set rule.

 Listen critically – weigh up what is being said without simply
accepting what is being transmitted.

 Don't get distracted – focus your attention on the speaker and
what they are saying.

18
  Take notes – don't be afraid to write down vital points – it
demonstrates interest and that you are taking things seriously.

 Help where necessary – where the speaker pauses, prompt them
into continuing.

 Reflect on what has been said – re-state a point the speaker
has made: eg, "You said that ...".

 Keep quiet – realise that interrupting is a major
cause of communication breakdown.

1.7 Identify conflicts

In the hospitality industry it is very important for employees to be
able to identify swiftly the potential for conflict and then act to try to
resolve the situation before it becomes bad or worse.

Conflict between colleagues

There are many reasons why conflict may flare up amongst colleagues.
Some reasons include:
 pressure – either work-based or from outside work

 lack of (or bad) communication

 prejudices – based on many and
various things

 ineffective working systems – that cause
pressure, that inflame delicate situations

 difference in opinions – religion, race,
even the footy team you follow!

 difference in beliefs – about work
ethic, honesty, how to treat customers

 misunderstanding – some breakdown in communication

 team member not pulling their weight – intentionally, or perhaps
due to being unskilled.

Conflict among staff needs to be addressed because it will rarely, if

ever, resolve itself: it only tends to get worse, to involve more
people, and to cause more distress.

Conflict with a customer

There may be many reasons for conflict between staff and guests.
 Lack of service or poor service – this could be related to perceived
rudeness, lack of individualised attention, or service being too slow

 Expectations not being met – the patrons may have read a
brochure, or advert that we distributed and the reality hasn’t
lived up (at least in their minds) to expectations

 Dissatisfaction with accommodation or other physical facilities – not
enough equipment, it is out-of-date, or in poor repair/not working

19
  Unhygienic conditions – rooms and/or facilities or utensils show
lack of proper attention to detail and incorrect housekeeping and
hygiene practices

 Low comfort levels – rooms too cold/hot, too noisy, too crowded,
bed isn’t firm enough, curtains don’t
block out enough light

 Rowdy and unacceptable
behaviour displayed by other
patrons – this can be in a bar
area, in an adjacent room in
the accommodation area, at a
function, or in an eating area

 A mistake with an account –
being billed for something they
didn’t receive, being charged
more than expected, being
overcharged, eg, not having a
deposit deducted from the bill

 Error in the reservation or reservation not found – room not
available, the booking has resulted in the wrong table or a room
with the incorrect facilities, view or location within the premises

 Special requests not being adhered to – forgetting a wake-up
call, no birthday cake for the party.

 Being treated unfairly – not being served in their correct turn,
being charged an amount that is different to what someone
else was charged, not receiving the same treatment/benefits
that others received.

Warning signs
There is a lot of merit in the old saying, "An ounce of prevention is
worth a ton of cure" (or whatever the metric equivalent of that is!),
especially in relation to dealing with conflict situations.

At all times you should be aware of "warning signs" being

displayed by others. They could be colleagues or patrons.

The warning signs will always be either verbal (spoken) or non-verbal

(body language).

Warning signs likely to be given by a colleague are often quite

different to those displayed by customers.

A work colleague may:

 avoid verbal and visual contact – the classic avoidance scenario

 sneer your way

 make negative or rude remarks either directly to you, or to
others – sometimes just loud enough for you to hear

 make rude gestures.

20
 A customer may:
 Look angry or aggressive

 Appear flustered, frustrated
or exasperated

 Raise their eye-brows, roll their eyes, sigh
loudly, droop their shoulders excessively

 Glance around as if seeking assistance

 Physically touch another guest or
colleague to gain their attention

 Become loud and rowdy

 Slam the door, fling papers down on
a table/desk or perform some other
action in an exaggerated fashion

 Throw something in frustration

 Be argumentative.

By identifying a possible conflict situation early, and taking action to resolve

it, you stand a far better chance of achieving a positive outcome for all
concerned. Never, never, never ignore any of these warning signals.

Always tactfully, yet directly, enquire if there is a problem, and offer

to help with finding a mutually acceptable solution.

Ignoring the tell-tale signs is a guaranteed way of ensuring the

situation becomes worse – this can mean it involves more people,
causes more problems and or physical damage, and leads to
negative relationships between those concerned and the venue.

The moment you identify a warning sign, do everything in your power to stop
further problems occurring: take swift action and act in a tactful manner.

Being tactful means showing a sense of what is fitting and

considerate in dealing with others: it includes showing skill and
sensitivity when dealing with people – colleagues or customers. We
will learn more about how to deal with conflict later

1.8 Select medium of communication

We all tend to use one or two methods of communication that we
believe work for us However, this restricted number of media may not
be appropriate for all communication situations.

It is important to select an appropriate medium for the particular audience

in each situation. You should consider the purpose of the communication
and the physical situation in which the communication is to take place.

There are numerous ways to communicate in the workplace, including:

21
  text

 email

 speaking face-to-face

 telephone

 two-way communication systems

 simple written messages, eg, restaurant
bookings or phone messages

 standard forms and proformas.

Factors which affect selection of the

appropriate medium can include:
 technical and operational features –
can you and the receiver operate the
equipment, processes and
technology involved?

 access of the sender and receiver to necessary equipment –
there is little point in planning to send an email as a response to a
request for a booking if the request has come from someone who
hasn’t got a computer, or access to one

 technical skills required to use the medium – many people are
computer literate but have no idea of how to get onto the Net,
open emails, etc

 required format – the nature of the message being sent can often
indicate the appropriate format: options include reports, faxes,
letters, quick and jotted notes, forms passing on information such
as the “While you were out so-and-so phoned”

 degree of formality required – a note/message to a co-worker
will be more informal than a written message sent to a house
guest asking them to phone their family

 urgency and time frames – this can dictate not only the
medium but also the message and format: the need for a quick
response could warrant a hand-written fax on a sheet of
establishment letterhead paper.

1.9 Use communication media

Effective speaking skills

A considerable number of factors combine to produce
effective conversation.

22
Personal qualities
Clarity – speakers need to
express themselves and their
ideas clearly. Speech should be
jargon free and without long words
(where they are not necessary). In
addition, diction (the way people
pronounce their words) should be
clear, so that what is said may be
clearly heard.

Accuracy –people should

choose words that reflect exactly
what they mean: words should
be unambiguous, that is, they
should be perfectly clear.

Sincerity – this means being

natural and not trying to put on an act to impress people. However, you
may elect to be deferential when speaking to senior staff members.

Relaxed – we speak more clearly and with fewer hang-ups or awkwardness

when we are relaxed: breathing naturally helps to relax muscles.

Eye contact – maintaining appropriate eye contact in terms of

length of gaze, and direction of gaze is a critical factor in any face-
to-face conversation.

Personal appearance – the way you look will influence how people
react to you, so it is important that your appearance (cleanliness,
tidiness and dress) is in-keeping with how others expect you to be.

Posture – a person who slouches will send a negative impression, and

poor posture may also make it difficult to relax and breathe properly.

Vocal qualities
Pitch – a high pitched voice can be annoying, and a deep pitched voice may
give the impression of a snob. Relaxation can be used to help voice pitch,
especially to eliminate tension which can lead to a high pitched voice.

Volume – proper breathing is important, and breath control can be

used to help project the voice, rather than yelling. What the correct level
of volume is depends on the situation – size of the room, whether the
voice will carry or echo, inside compared to outdoors, numbers being
spoken to, and levels of background noise.

Diction and accent – proper diction is necessary and can be

acquired. Accents may hinder communication, and a strong or heavy
accent means that extra care must be paid to good diction.

23
 Speed – the rate you talk at affects the conversation: talking quickly
indicates a sense of urgency, but your pronunciation may suffer and
cause you to be difficult to understand. Speed of speaking should be
varied to match the message and its relative urgency/importance.

Pauses – these can be used to great effect in conveying your

message: a pause at the appropriate moment will enable the listener
to have time to reflect on what you have said, or can be used to stress
a word, idea or point.

In general
When speaking, either in the workplace or elsewhere, there is more
to the communication than just the message.

You should also aim for:

 Alertness – to give the impression
of interest and awareness about
what's being said, what's going
on: this can increase the chance
of people wanting to talk to you;

 Distinctness – to enable the
listener to hear you without
the need to struggle to hear;

 Expressiveness – to put
feeling, reality and naturalness
into your voice; and

 Pleasantness – to make an
effort to be polite and friendly.

Common causes and barriers in communication

breakdowns
The two main causes of breakdown in communication are a lack of
the necessary communication skills, and a lack of motivation to
communicate properly.

Causes
Factors that increase the chance of communication failure or
breakdown (called 'communication liabilities') include:
 hidden agendas – where the real message behind the
communication is something other than the message being sent;

 negative feelings – bad feelings built up in you by actions or
words from others. You might feel that they were giving you the
cold shoulder, insulting you, or putting you down;

 personal traits – the way that an individual's personal characteristics
affect their natural communication ability: a person may naturally be an
'avoider', a 'joker' or a 'blamer' and these traits will affect both the

24
 messages they send and the way they receive and
interpret messages.

Factors that increase the possibility of effective

communication ('communication assets') are:
 high self esteem – this comes about when we receive love and
caring from those we care about, when we achieve our own
objectives, when we act in a way consistent with our personal
values, and when we have control over our day-to-day lives;

 clear expression of feelings – it is harder to be clear about
current feelings (easier when the feelings are of a past nature),
about negative feelings, or when speaking directly to the person
who is affecting you personally;

 values and life concerns – realisation that these vary over time,
and between individuals;

 caring attitude – where the individual applies respect to the
communication process, is genuine, listens, shows empathy
and is non-judgemental.

This set of factors contributes to communication skills and motivation

to communicate properly. If a person does not have enough of these
assets, they may be poor communicators.

Barriers
Noise is not the only barrier to
communication. Other barriers
can be:

 poorly worded messages

– a lack of clarity caused
by poor choice of words
or phrases, the omission
of several words or
important parts of the
message, or poorly
constructed sentences
and flow of ideas;

 use of wrong language – involves the inappropriate use of
jargon, not being able to talk in the language that the receiver
can understand, or talking down to the receiver by assuming
they are a lower class/type of person;

 background noise – occasionally, especially in back-of-house
working situation , there can be occasions where noise will be a
prime cause of communication failure – people quite simply can't
hear what's being said;

 assumptions – there is a tendency for people to make the
assumption that the person they are talking to knows the same
background information that they do. This can lead to people
failing to communicate some vital part of the message because
they think the other person will already know it;

25
  personal prejudices – individuals tend to have personal
standards, likes and dislikes and this affects communications. If
someone distrusts overweight males with beards and glasses,
then they will tend to not act on or believe the information sent
by such a person despite how well it is sent;

 source evaluation – the receiver will make judgements about the
person sending the message and where they believe that the sender
does not have the 'qualifications' to send accurate messages, they will
tend not to believe the information despite its validity; and

 incompatibility of non-verbal communication – where the ears hear
one thing but the eyes see something that is not in-keeping with it,
there will be a breakdown.
In terms of the workplace, communication breakdown can lead to frustration,
confusion, danger, guest dissatisfaction and general conflict situations.

Internal forms, paperwork and documents

Forms are a written means of communication. Many establishments
have their own bits of paper and forms to help facilitate their operation.

Because these forms were developed for a specific establishment in a

specific circumstance, the only way to find out how to complete these
forms is to ask.

Get someone who really knows to spend some time with you explaining:
 how to fill in the form

 what goes where

 what terminology is generally used

 what jargon and/or
abbreviations are used

 when the forms are used

 what time frames apply

 who receives the form

 where the forms are kept

 whether or not it has to be
approved or signed before
it’s passed on.

TRAINING ACTIVITY 1.1 – Research

26
 Element 2: Maintain
personal presentation
standards

2.1 Practise personal presentation

The large amount of customer contact in our industry makes good
personal presentation vital.

We need to be aware that people often form an opinion about us

personally, and the establishment we work for as a result of our
appearance, long before we speak to them. They very often form their
opinion based on what they see initially.

As a result we must give due care and attention to certain aspects

of our presentation.

The following notes are about personal presentation within the contexts of:
 enterprise requirements

 work location

 occupational health and safety issues

 impacts on different types of customers

 specific requirements for particular work functions.

As a result we must give due care and attention to certain aspects

of our presentation:
 dress or uniform – what you wear to work
whether required as the industry accepted
standard, or whether provided by the
establishment in the form of a set uniform
must be kept clean, neat, tidy and
presentable at all times.

You should become aware of the procedure
for replacement items should any part of
your uniform become dirty, stained or soiled
while at work. Consider keeping a clean set
of replacement clothing handy at work at all
times: many staff change into fresh clothes
in between lunch and dinner so they will
appear clean and presentable at all times.

The dress or uniform should be appropriate for the job: this may mean
that safety may be a factor (no loose tags or strings, nothing to get
caught in machinery or equipment), protection may be required (apron,

27
 work boots, hats), or a certain aesthetic standard may be
required in order to blend in with the overall image of the
establishment or department.

Visually, the uniform must also be kept in good repair, with no

frays, rips or tears. Where the uniform becomes worn or
damaged, it must be repaired or a new item obtained.

Note that dress standards are very much an individual

establishment thing and that what is deemed appropriate at one
venue may be totally inappropriate or banned at another.

When you represent the establishment, you are the establishment.

 etiquette – manners and the way you conduct yourself are equally
as important as the way you dress and your physical presentation.

Guests are impressed by staff who are polite, caring and
concerned enough to make the effort to do the right things.

This may involve opening the door for a guest, helping them with
their luggage without being asked for help, serving a lady before
a gentleman, thanking them for their order or for leaving a tip.

Or it can be your respectful form of address when speaking to
guests, the way you move aside to let them have right of way, or
the fact that you keep your voice down when talking to others so
as not to intrude on their enjoyment.

 grooming – personal grooming must be
appropriate: it must not be too overdone and
neither must it be forgotten or careless.

Hair, make-up, and fingernails must be
given attention so the overall impression
that you make matches guest expectations.

Hair must be neat, clean and properly
brushed and styled; make-up should be
restrained and not ostentatious; finger
nails must be clean and trimmed – nail
polish may or may not be permitted, but
will be forbidden where the staff member
is involved in food handling.

 personal hygiene –staff need to maintain
a high degree of personal hygiene so that
there are no problems such as body
odour, bad breath, or smelly feet.

Regular showers, frequent changes of
clothes and intelligent use (but not
overuse) of deodorants and some
perfume are key elements.

Regular exercise, correct fitting footwear and clothes are also
seen as important aspects.

28
• poise and deportment – this is how you
carry yourself when walking in the
establishment, and how you stand and
conduct yourself when standing at tables
or at the bar.
It is associated with non-verbal
communication and says much about our true
attitude, and our real orientation to the job.

Once more, it is a matter of realising that

staff, especially front-of-house staff, are on
public view and that guests are always
watching them and forming impressions
based on what they see.

A better impression is created when staff exhibit

proper poise and deportment: this means no slouching and no
leaning against the bar, waiter station, wall or table.

Guidelines to assist with personal presentation

• Care of hands
− keep nails short;
− use a hand cream to help prevent hands drying and cracking;
− use protective gloves where necessary to help protect skin;
− cover or remove rings when working with dangerous
equipment to avoid snagging and having fingers ripped off;
− cover cuts and abrasions with waterproof bandages.

• Hair care
− tie long hair back, and/or wear appropriate hair net/hat;
− shampoo and use an appropriate conditioner regularly; and
− maintain hair at a suitable length and/or in an appropriate
style for the establishment/job.

• Hygiene and dental care

− have regular health and dental check ups;
− if you are involved in handling food – and beverages are
classified as food – you should notify your doctor of your
food handler status: this will allow them to ensure you are
free from disease before returning to work, and thus won’t
pass your illness on to others via food poisoning;
− brush and floss teeth regularly, especially before starting a
shift and after smoking;
− shower and bathe regularly;
− eat sensibly, realising that others may have to contend with
what you have eaten – especially garlic!

29
• Jewellery
− don't wear dangerous jewellery that can dangle into
machinery and become caught;
− wear jewellery that is simple, not gaudy;
− remember the potential food poisoning problems presented
by rings – food can lodge into rings, especially ornate ones
and drop back later into other food thereby contaminating it
– stones may also fall out of rings into food and present a
physical contaminant;
− be aware that guests may be peeved if you wear
something they think is above your station.

• Make-up
− be sparing with it;
− get professional advice if you are unsure about what colours
and shades suit you;
− match the make-up to the time of day, the occasion and
where you are working;
− be very sparing with perfume – it shouldn't dominate or intrude;
− check and adhere to any establishment policies in this regard.

Maintaining high standards of uniform care

To ensure that your uniform is always looking its best, note the
following points:

Appropriate and complete uniform

• ensure you have all of the necessary/issued uniform – if you
lose an item, then get it replaced;
• make sure it is the right size – a poor fitting uniform looks
very unattractive indeed;
• have the uniform changed or taken in/let out as your weight fluctuates;
• make sure you have an easily identifiable and easily read name badge;

• make sure you feel comfortable in it, and have the

freedom of movement your job necessitates.

Cleaning and maintenance

• utilise in-house service where this is provided in order to
maintain consistency of standards;
• hang uniform up after each wearing using the correct hanger type;
• ensure loose threads etc are quickly seen to before they become
worse or before they pose a serious problem such as a lost
button, or a hem that drops;

30
  determine which garments require dry cleaning in preference to
machine washing and ensure they receive the appropriate treatment
– look at the 'care label' or seek advice when unsure; and

 spot clean dirty spots as soon as possible, and where you can't
get the stain out, make sure you let the laundry/dry cleaner
know the source/type of stain.

Pressing techniques
 as with cleaning, take advantage of in-house ironing where
this is available;

 ensure ironing follows the correct lines, pleats and creases;

 make sure the iron is not operating at too high a temperature;

 use an ironing aid especially on garment areas that are
notoriously difficult to iron, or which are traditionally trouble
spots such as cuffs and collars;

 cover/hang garments as soon as they have been ironed
ready for wearing.

Transportation of uniform
 adhere to establishment policy in relation to uniforms where it is
a requirement that uniforms never leave the premises – this
relieves you of transportation worries completely;

 realise that it is against the law for food handlers to wear their uniform
to work as it risks contamination attaching itself to the garments;

 acquire a fully-covered hanging suit bag to help keep your
uniform both neatly pressed and clean during its travel;

 don't forget your shoes – keep a small shoe shine kit at work that
 can be used at any time to give your
footwear a final brush up.

TRAINING ACTIVITY 2.1 – Research

31
 Element 3. Provide
services to
colleagues and
customers
3.1 Identify customer needs and
expectations
There will be many customers who come to you with special
needs – and in some way it is possible to say that all needs are
special needs – they are a product of a person’s situation,
immediate wants and their cultural heritage.

With the ever-increasing number of overseas travellers to Vietnam,

it is important that we know a little about the people who are likely
to be our customers. The following information illustrates
differences between cultures and nationalities. Take note of these
so that you might learn how to better serve your patrons, to cater
to their special needs and expectations, and to deliver the
products, services and information they want.

American
 Australians and (north) Americans share a common
language – English – but be prepared to restate and clarify,
as Australian English has a different accent to American
English

 Initial contact via a firm handshake and direct eye
contact is acceptable: men usually wait for women to
offer their hands rather then initiating the handshake.

 Realise that when an American gives you a detailed food or
drink order (even down to what sort of bread they want for
their toast, and how they want it done), this is what they do
at home – they aren't trying to be difficult, obsessive or
irritating.

 Take some time to show an interest in the very fact that
they are American because they expect Australians to be a
friendly lot – maintain eye contact during conversations.

.

 They find silence in conversations uncomfortable.

32
  Make an effort to explain things to Americans – by their
nature they are used to asking questions before making a
buying decision and expect respectful, intelligent and
helpful answers.

 Americans at home are used to being supplied with a
bottomless glass of iced water at table – ensure this is
supplied where you work.

Asian - other
 Your appearance – dress and personal presentation – will
be expected to be immaculate as a sign of respect to their
position.

 Be patient when attempting communication – refrain from
showing frustration at an inability to understand: do not make
the mistake of translating a communication difficulty as
stupidity.

 They will make enquiries in order to obtain information and not
as a means of annoying you.

 Asian guests will expect staff to have a high level of
product knowledge that they can avail themselves of
before making a buying decision.

 Their home country shopping experiences have made them
used to being dealt with as one of many who require service.
This means that when you are busy, they will not be offended if
you simply answer their query and then go on to serve
someone else – our orientation to professional service is one
that rotates around personalised service (where staff deal
wholly and solely with one guest/table to the exclusion of all
else) but they will not expect this style/level of service.

 Realise that Asians do not use eye contact in the same way we
do: when an Asian breaks eye contact it does not necessarily
indicate that they have lost interest, but can merely mean they
are attempting to maintain their personal detachment.

German
 The initial handshake is
usually a brief
encounter with only one
or two shakes, rather
than an extended affair.

 Provide quick, efficient,
no-frills service.

 Germans will interpret a
sloppy personal
appearance and
presentation as
potential incompetence.

 When speaking with
them remain polite and
treat them respectfully
 using "Sir" and "Madam"
to indicate your recognition of their position.
33
  Do not be offended by what you may see as brusque
treatment and speech – there is no hidden meaning behind it
other than an attempt to obtain what they want.

 They expect as a matter of course to be served quickly and
may become annoyed at having to wait, especially where no
reason for the delay in service is provided.

 An upright thumb, means "one", and rapping of the knuckles
by guests at table is a way of saying hello to the others there.

 Refrain from attempting to entertain them as there is
always the risk that your humour will either not be
appreciated or will be misunderstood – leave the
entertaining up to professional entertainers.

 Attempt to give Germans accurate and decisive information,
rather than vague generalities.

 Realise that the direct method of communication is the
accepted way of Germans and that there may be little regard
for what we may consider to be the niceties of general
conversation: they may not use "Please" and "Thank you" to
the same extent that we do but this is not to be misinterpreted
as ill-mannered or uncivil action, but rather a representation
of the fact that different people are, simply, different.

Japanese
Japanese, of course, are Asians, but the following list especially
details Japanese customer needs and expectations.
 Greet them with a polite but short bow and not the traditional
shake of hands: they will, however, adapt quickly to the Western
tradition of shaking hands, but favour a gentle grip as a firm grip
can signal aggression.

 Do not use guest's
first name as this is
seen as too intimate,
and lacking in respect.

 Use "san" after the
guest's last name
(male or female), or
stick to the traditional
"Sir" or "Madam"
where there is difficulty
with pronunciation.

 Avoid using slang,
idioms and
Vietnamese
expressions.

 Do not pat them on the
back or stand very close

  Excessive gestures,
being demonstrative and shouting should be avoided as they
have a high regard for restraint.

yv208 – 7/02/2003 63 Work with Colleagues and Customers THHCOBO1B

34
  Maintain a professional distance from them – they are not
accustomed to staff introducing themselves personally. Refrain
from joking or laughing with them.

 Avoid direct eye contact, especially with Japanese women as it
can convey sexual overtones: men may find it intimidating.

 Realise that many Japanese are heavy smokers.

 Many Japanese prefer baths to showers.

 Ensure personal presentation is perfect, and your body
position is square and not slouching: make sure your hands
are not in your pockets when talking to them.

 An open mouth is regarded as extremely rude whether
yawning, giggling, or in amazement.

 Take time to listen to them: they frequently regard us as
impolite in that we don't take the time to listen but pre-judge
what is said, interrupt and talk excessively.

 Japanese women often refrain from drinking alcohol in public so
water should always be provided: Japanese men may take their
own drinks from your waiter's tray so be alert for this to happen.

 When they wear masks (rectangular gauze cloth over nose and
mouth), it is because they do not want to pass on a cold they
may have – not because they are afraid of catching something.

 When giving them something it is more acceptable to hand it
over using both hands, rather than one, as it indicates
humility which is important.

Jewish
 There are variations on the degree to which individual Jews
adhere to the principles and requirements of their faith: do not
expect all Jews to act in the same way.

 Their traditional religious day (the Sabbath) is Saturday – many
 Jews will refrain from much
activity on this day
including driving a
car, and using
electrical appliances.

 Catering may be
required to be done
by a Rabbi and there
may be special
requirements
regarding cooking
areas, equipment
and cutlery.

 Pork is unacceptable
and meat, including
chicken, must be
specially slaughtered
and prepared.

35
  Fruit and vegetables are acceptable, but the modern hybrid
types are shunned.

 Traditional Jews will drink Kosher wine, which is usually
presented unopened to allow the guests to open it themselves.

 There is an expectation that guests will be able to wash their
hands under running water.

 Jews may bless their food prior to consumption and so may not
thank service staff in the same way that others might.

 Fish meat should only come from fish with scales and fins.

3.2 Meet all reasonable needs and requests

As a service industry we must do all that we can to meet the needs
of our customers.
It is necessary to state, though, that these needs and requests must be
of a ‘reasonable’ nature – you are not expected to break the law,
humiliate or demean yourself, or to meet any requests that involve you
in doing anything that is unsafe or dangerous.
Where you are asked to perform anything that you consider dubious,
you should excuse yourself, and immediately contact management.

Fortunately, most requests from guests are perfectly acceptable and

well within our ability to satisfy.
While it is essential to treat all customers as individuals, every
customer defines ‘service’ differently: it is up to you to determine
the individual definition of what follows, and provide it.
Some of the definitions of service may include:
 to feel respected – which is why we use “Sir” and “Madam”

 to feel welcomed – which is why we give all our customers a
warm, genuine and sincere smile and welcome: we really are
pleased to see them

 to be served by friendly staff – which is again why we smile and
why we spend that extra few seconds with them, talking about
how their day went and so on

 to be dealt with in a prompt and
courteous manner – which is why we
don’t keep them waiting at reception, the
bar or for room service

 to receive assistance when necessary –which
is why we have excellent product and local
knowledge and why we look for opportunities
to pass this on to them whenever we can, even
without their having to ask

 to be in comfortable, clean surroundings –
which is why we make sure the facilities,
rooms, grounds and equipment are spotless

 to feel remembered and recognised – which is why we use
the customer’s name as often as we can

36
  to be heard and understood – which is why we listen to
complaints and adopt the role of their advocate whenever
there is a complaint, problem or dispute: we want to fix their
problems, not create new ones.
When you think about it, these are pretty much what you would want,
aren’t they?

Some specific customer needs and requests may be:

 a customer having lunch in a
restaurant would usually have less
time to eat their meal than the
evening diner

 a customer standing at a bar would
expect to be served immediately if
there are no other customers about

 a customer waiting at the bar or
reception would expect to be
acknowledged in some way to
confirm you won’t be long in
serving them.

 a customer with a small child might
ask for the use of a highchair
Whatever the need or request, it is important
that the customer be clearly and accurately
informed on whether it is possible to provide
the service. Customers must also be kept
up-to-date with the progress of the request if there is a time delay.

3.3 Enhance the quality of service

The opportunity to enhance the quality of the service we provide is one
that is constantly available: customer relations covers many aspects of
your role as a hospitality employee and these aspects may include:
 foreseeing and fulfilling the customer’s needs and expectations –
the key to doing this is keeping your eyes and ears open for the
cues that signal an opportunity to be of service

 providing assistance and information in a prompt manner –
this involves supplying verbal or written (printed) information
about local events, attractions and establishment facilities

 serving and acting in a professional way – ensuring that wherever you
are within the establishment, even though there may not be a customer
in view, you walk, talk and act like the professional you are

 fully understanding your job description and duties – being
aware of what management expects you to do, right down to
the smallest detail, and knowing how you can expand this role
to the benefit of everyone

 communicating with others clearly, concisely and in confidence –
ensuring that messages are passed on, and that things seen or heard in
confidence (whether specifically stated to be confidential, or whether

37
 common sense indicates they should stay confidential), remain private:
discretion is a characteristic of staff in the hospitality industry
 having an awareness of local attractions and services – if you
don’t know what there is locally, how can you ‘sell’ it to
others? If you haven’t been to your local attractions – go!

 having product and service knowledge – you absolutely must
know all there is to know about your venue – or at the very least,
know where to go, who to talk to, to get it.

In essence then, is important for you to

recognise service opportunities and to
act upon them.

These opportunities may include:

 opening a door for a customer

 putting a smile in your voice
when answering the telephone

 suggesting products or services

 making recommendations

 putting a particular drink into a
specific glass.

3.4 Recognise customer

dissatisfaction
Usually, before a customer makes a complaint, they give outward
signs of their dissatisfaction.

It is essential to pick up on these signs

before an unnecessary incident occurs.

Some signs of dissatisfaction include:

 a customer looking around the restaurant
seeking the service staff’s attention

 a customer screwing up their face
after tasting the food

 a customer pulling something foreign
out of their meal

 overhearing a conversation about
a customer’s dissatisfaction.

3.5 Handle customer complaints

It is important to deal with all complaints in a friendly, efficient and
thorough manner.

You must always give the customer time to explain themselves fully –
this means never cutting them short when they are complaining, or
putting words into their mouth.

38
A six-step method has proved to be effective when dealing
with all complaints:
1) listen: listen to everything the customer has to say; recognise
and respect the customer's thoughts and feelings

2) acknowledge: establish the problem and the history of

the complaint

3) respond: inform the customer of your action and see if it is

acceptable to them; make sure the action abides by establishment
procedures and policies and that you have the authority to make
that decision; if not, seek information from a higher authority

4) take action: act to find a solution to the complaint within a

reasonable time frame; if there is a delay, inform the
complainant immediately.

5) report: inform a higher authority of the complaint.

6) follow up: complete any documentation as requested by

the establishment.

3.6 Refer difficult complaints

In any situations where you believe a complaint to be beyond either your
expertise to resolve, or outside your area of delegated area of authority,
you must refer this type of complaint to the appropriate person.

The appropriate person, in some situations, may just be a co-worker who

has more experience than you, or it could be the supervisor or manager. In
other cases it may be
appropriate to notify security.

Referring complaints is not

necessarily an admission of
failure on your part – it may
quite simply be the most
appropriate thing to do in
the given situation. You
might simply be unable to
do, or authorise, whatever it
is that is required to resolve
the complaint.

Indeed, not notifying the

appropriate person could
be seen as a poor choice.

A key in referring complaints is to do it quickly: where you have tried

to resolve the situation yourself, and are quite obviously getting
nowhere – perhaps the situation is even worsening – you must
quickly get someone else in to help.

39
 When a complaint situation has arisen, time is critical, and your failure to
notify the relevant person has the potential to greatly inflame the situation.

And, as we all know, when you are upset or annoyed, one minute
seems like ten.

Finally, no-one expects you to be able to manage all complaints on your

own, so don’t try to battle on when you feel you’re out of your depth.

3.7 Maintain a positive manner

At all times, at work, you should strive to adopt a positive and co-
operative manner.

This is quite easy to say, but often proves much more difficult to actually do!

But, you must try, try, try!

A positive manner can help smooth over a potentially problematic situation,

create an initial friendly atmosphere, and maintain positive customer relations.

Things to watch out for and avoid are:

 staff who run down the boss and/or the establishment

 customers who criticise other staff members and/or the boss

 gossip mongers

 rumour spreaders.
In many ways, what happens at work – and how you feel about it – is
pretty much up to you. As they say:

“If it is to be, it is up to me.”

TRAINING ACTIVITY 3.1 – Research

40
 Element 4: Work in a
team

4.1 Demonstrate trust, support and respect

If you want staff to trust, support and respect you – guess what?!?

You have to trust, support and respect them.

And, you have to walk your talk – you can’t just say you trust, support
and respect: you have to do it!

This means:
 Never participating in gossip
or running down any (repeat
any) staff member

 Don’t spend time with customers
who want to criticise work mates

 Don’t blame any work mates for
anything – even though you
may suspect it was their fault

 Don’t take the credit for what
another staff member has done

 Support a decision that a
colleague has made – for
instance, in refusing to
serve a person with alcohol

 Treat co-workers in keeping
with any cultural individualities
A team must work together and it is frightening to see how quickly it
can be torn apart by just one person with either an axe to grind
(because of a real or imagined act), or a prejudice to air.

The truly sad thing about a lack of trust, support or respect is that no-
one wins: someone can be ‘on the winning side’ of a lack of trust, etc,
but they still lose.

Potentially worrying times are when you join an establishment because

there may well be established factions in the workplace who will try to
‘recruit’ you to their point of view.

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

Trust the people that merit your trust – the ones that prove they do.

41
 Support those who warrant your support – the ones whose actions
have shown that they warrant it.

Respect those who deserve your respect – those who have

earned it through their actions.

There may well be times when the customer must truly come first in
these situations, too. On other occasions, you might have to support a
colleague even when you don’t want to.

What do you do in these cases? You give them the support their
position demands. Like it or not, these situations simply ‘come with the
territory. It is, after all, very much a people business.

4.2 Recognise cultural differences

Where it is possible to identify possible misunderstandings that are
culturally based, prior thought can produce strategies to address the
issues and thus prevent major confrontations, difficulties or upsets.

The following instances have traditionally provided a fertile ground for

cross-cultural misunderstandings:
 promotions and authority issues;

 rostering;

 interrelations between staff and sections;

 interpersonal relations;

 traditional nationality-based hostilities.
A large amount of prior consideration, direct communication with
those involved, an explanation of the decision taken, and an open
and sensitive approach will assist in these situations.

Where cross-cultural misunderstandings between staff arise,

certain strategies can be applied to help resolve the problems.

Action should focus on:

 providing additional information to clarify the situation and
explain decisions taken;

 active listening to show genuine concern regarding the issue
and a desire to resolve the situation;

 acting as a mediator to help reconcile the parties;

42
  team building to foster a co-operative group working effort rather
than a splintered approach to work;

 questioning in order to accurately determine the root causes for
the dissatisfaction rather than assuming you know the reasons;

 observing body language to gauge how proceedings are going and
whether or not there is still underlying and unresolved tension; and

 seeking advice or assistance from others within the
workplace or professionals from outside the establishment.
In addition, positive moves can be made in advance of problems by:
 creating a climate of tolerance;

 implementing team building exercises;

 providing training and education; and

 providing mediation and counselling.

Benefits of a harmonious multicultural working environment include:

 improved levels of goodwill and tolerance;

 a happier workplace culture;

 profit and growth for all;

 increased return rate of customers/guests;

 the likelihood of minimal industrial disputes.

4.3 Identify work-team goals

Some people are quite happy to be told what to do – most are not.

The theory says that when a

person – you – are involved in
coming to a decision about
what is to be done, and how it
is to be done, you will have a
greater commitment to making
it happen than if you had
simply been ordered to do it.

Certainly, any decisions you

may be involved in will be
within the overall structure of
the establishment –
organisational goals, company
policies and procedures,
legislation, etc. However,
establishments that encourage
staff to be self-directing will reap many benefits such as:
 A more effective, operational team

 A department where nothing is too much trouble – whether or
not it is a customer or management who makes the request

 More harmony and fewer disputes amongst staff

43
  A far better working environment where you will be inclined to take less
time off, and where you will actually look forward to going to work

 Less clock watching, and more pats on the back – from
management and patrons

 More innovative and creative ideas – a situation will emerge
where you are encouraged to try out new (but nonetheless
intelligent) ideas, concepts and “what ifs”

 More learning – not just about the establishment and the
industry, but also about co-workers, group dynamics and
interpersonal relationships

 Higher levels of achievement than anyone thought possible – the
power of ten people is far greater than 10 individuals, and there is
also the momentum and power that a group decision brings with it.
A key for you is to participate actively in any team decision-making
process: be a contributor and not just someone who ‘shuts up and goes
along’. The whole idea of team goals is that the whole team helps
establish them, and you are part of that team.

A word of warning though: there will be plenty of times when the team
comes to a decision that is not what you wanted – it is at these times
when you have to demonstrate your character and still contribute 110%.

The others will be watching to see how you respond. And what better
way to start building trust, support and respect for yourself!

4.4 Identify individual tasks

Within the overall context of team goals, you will have individual
tasks that you will be required to complete.

These are the links that make up the

chain that comprises your department,
and the service it provides: if you fail to
complete your individual tasks, then the
possibility is that the team will fail to
achieve its overall objectives.

Implicit in completing your tasks is an

ability to prioritise them. This means that
you will have to determine which tasks are
the most important and should be done
first, and which ones can be left until later.

It is the nature of our industry that many

tasks are fluid in nature – that is, a task that
may not be important at 5.15pm, can
become critical at 5.16pm: this means that
you have to be flexible in your approach,
realise that such changes are
commonplace, and strive to respond accordingly.

44
 Given the ‘service oriented’ nature of our industry – which essentially
means a person-focussed approach – this should come as no surprise.
We can’t possibly know what customers or guests will want, but we
must nonetheless make every effort to satisfy what they want.

Tips to make this happen are:

 Work quickly – get as much done as fast as possible in keeping
with quality, safety, house standards, noise, etc: the point being
that you can’t afford to dawdle or waste time

 Practice being interrupted – accept that many of the things you
start will not be able to be completed without interruption, so work
with that understanding. The fact that you get interrupted
demonstrates that there are people there for you to serve – the
real worry would be if you had no-one to interrupt you!

 Practice tact and diplomacy – there will be instances where you
simply can’t stop what you are doing to do something else, so you
must develop a set of responses that lets the customer know you
are busy but you will be with them very shortly

 Take a minute to plan and prioritise – too many people just jump
in and start their work without planning and without giving their
tasks a priority order. A minute spent working out what to do first,
second, third, etc is time well spent as it forces you to identify why
tasks have the urgency you allocate to them, and makes you
justify to yourself why things should be done in a certain order

 Ask for help – at times you will need to get others to assist you,
so don’t be afraid to ask. Don’t make a habit of it, but realise
too that asking for help is not a sign of incompetence – that’s
why it’s called ‘teamwork’!

4.5 Seek assistance

It is a fact that many of us are afraid to ask for help – it is also a
fact that many of us actually like being asked for help: in many
ways it is a compliment!

In our industry there are often situations where you can’t possibly
accomplish something on your own – usually these are service peaks
that require some help for 5 – 10 minutes and then it's over.

Examples include:
 The arrival of a coach of
tourists who all require a
quick check-in, and their
luggage portered to rooms

 A group arrival in the restaurant
– all needing to be seated,
supplied with their first drink, and
have their order taken

 A sudden rush in the bottle shop

 The first half hour of trade
when the nightclub opens

45
  That one day when every room service tray has been
requested at 8.30am.

The people you may ask to assist can vary, but will commonly include:
 Others from your team

 People from other, but related, departments

 Managers and supervisors.

4.6 Offer assistance

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

Our industry has little room for prima donnas. Those who don’t pitch in
and help, for whatever reason, will soon find themselves excluded by
the other staff: you may have a very good reason for not helping BUT
this is not good enough!

Co-workers will judge you by how much they can rely on you in a pinch,
and you have to make the effort to be there when needed. The other
work has to be reprioritised, and done later.

In addition, when you provide assistance, you need to do it without

complaint, without making a big deal of it, and without constant
reference to the fact that you did help. Just do it!

Do it fully, do it with a smile, do it 200% and then get back to your

own tasks.

The whole intent of helping colleagues is to ensure that team goals are
achieved, excellent service is delivered and customers tell others and
come back.

4.7 Acknowledge and respond to feedback

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

This feedback and information can be

positive or negative, or neutral in nature.

Positive feedback can involve them passing

on a comment they have heard about your
excellent service. You should take a second
or so to rejoice in such feedback – accept it
and enjoy it because you’ve earned it. Do
not simply dismiss it – make the most of it!

Negative feedback is not so much fun but will

at least provide you with advice as to how
you may need to modify your approach in
order to provide even better levels of service.

46
Take the negative feedback in the right way – see it as an opportunity
to improve, and a challenge. Make sure you don’t dwell on the
negative message and start getting everything out of perspective –
this is a common and very damaging response that causes much
tension, anxiety and workplace conflict.

Above all, don’t shoot the messenger! If a staff member delivers this
negative message, realise that they are not making the criticism. They
are just doing their job, and, If you think about it, would not be doing
their duty if they didn’t bring the negative to your attention.

The key is to listen to the criticism ,determine objectively if there is truth in it,
and determine how to rectify things so that it doesn’t happen again: we are all
human after all, so mistakes will happen. Like the old saying goes “there
hasn’t been a world champion who hasn’t had a glove laid on them”.

Neutral information can be staff members delivering up-dates and/or

new information about what’s happening: you need to factor this into
your work and the priorities you have set.

For example, you may be told that the group due in at 7pm have cancelled,
that the Chandelier Room will stay open for today’s function until midnight
instead of the previously arranged 10pm, or that due to a problem in the
cellar there will be no draught beer for the next 5 – 6 hours!

Again, don’t shoot the messenger. Listen to the information, making

sure you fully understand all aspects of it, and then determine how
this up-date affects your work plan.

Are there things now that don’t need to be done? Do things need to be
re-organised, priorities changed? Are there now things to be done that
didn’t need to be done five minutes ago? Do you now need help? Are
there others who now need your help?

Where you have spare time or capacity, and the situation merits
it, be proactive and offer assistance without waiting to be asked.

47
 4.8 Negotiate changes
In many cases, you will be expected to accommodate the day-to-day
changes that traditionally occur in the industry. There is an
expectation that you will get through the designated work for the day
as well as manage the unforeseen issues that are bound to crop up.

Your ability to do this will be a mark of your ability in the industry.

You must develop the capacity to respond to situations as they

arise, and still complete the work initially allocated to you at the
beginning of your shift/day.

However, occasionally, there may be times when the workload

does get too much and you will need to negotiate changes to your
individual responsibilities.

Do not be afraid to approach colleagues or management to do

this. Realise that not doing so can lead to a reduced level of
service – something we certainly don’t want.

However, when seeking a change to responsibilities, it is useful to

make this request armed with the full details of your new duties to
explain why the request is being made.

In addition, it can be useful to have a solution already worked out

so that you don’t go to a supervisor or manager with a problem, but
you go to them with a solution!

Be as fair as you can when determining the alternative plan and

make sure that it does not appear that you are seeking an easy
run at the expense of others. You must be seen to be pulling
your weight along with the rest of the team.

Where reviewed goals mean extra work – be the first to volunteer.

This indicates your willingness to work, will be appreciated by
management and may also help out your colleagues.

Don’t get the reputation of being a ‘slacker’!

TRAINING ACTIVITY 4.1 – Research

48
Deal with conflict
situations

Unit Descriptor
This unit deals with the skills and knowledge required to handle difficult
interpersonal situations – both with customers and colleagues. The unit
covers the conflict resolution skills required by all people working in the
tourism and hospitality industry to address the conflicts which may
arise in day-to-day work activities. It does not include formal
negotiation, counselling or conducting mediation.

49
 Element 1: Identify
conflict situations

Identify potential for conflict

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

For all hospitality employees, it is far better for them to be able to

identify swiftly the potential for conflict and try to resolve the situation
before things get worse.

Ignoring the warning signs and failing to act only inflames the situation.

Firstly, let's look at some situations where a conflict may arise

in the hospitality workplace.

Conflict may arise with:

A colleague
There may be many reasons why conflict may flare up amongst colleagues.

Some reasons may include:

 Pressure of work

 Lack of – or bad – communication
which may cause misunderstandings

 Prejudices – about all sorts of things
from which football team the other
person barracks for, what kind of car
they drive, through to issues of ethnicity,
gender, body shape and age

 Ineffective working systems – where the
internal operations, or functioning, of the
venue cause the problem

 Difference in opinions – we're all human,
we live in a democracy, and we are all
entitled to different views

 Difference in beliefs – it would be a pretty boring world if
we all believed in the same thing!

 Misunderstanding – can be caused by barriers to
communication, not listening properly, putting a different
interpretation on a word/phrase than what was intended

 Team member not pulling their weight – staff not contributing
100% to a team effort.

50
 A customer
Once again, there may be many reasons for a conflict situation to
arise with a guest. Here are some examples:
 Lack of service, or poor, service – this can involve the guest
 having to wait 'too long', the quality of products
being sub-standard, staff who are
disrespectful, rude or offensive

 Expectations not being met – the
advertisements that your venue runs,
coupled with word-of-mouth
advertising, create these expectations
and they may often be unrealistic

 Dissatisfaction with the accommodation
or services – a steak may have been
tough, the room too noisy or the view
not what was anticipated

 Unhygienic conditions – perhaps the room showed a lack of
proper attention to detail and incorrect housekeeping practices

 Low comfort levels – an area of the property could have
been too cold, too noisy, or too crowded

 Rowdy and unacceptable behaviour displayed by other patrons – the
gaming room may have been patronised by a noisy and boisterous
group who were swearing loudly, and making suggestive comments

 A mistake with an account – the guest account may have
charged for items that should have been on someone else's bill

 Error in the reservation or reservation not found – the guest may
have arrived, late at night, after a long drive in bad weather only
to find there was a problem with a booking that they had been led
to believe was guaranteed and problem-free

 Special requests not being adhered to – the flowers and
champagne that were ordered for 4pm were not delivered and
spoiled a very special occasion.

Warning signs
At all times during a shift, the employee should be aware of various 'warning
signs' which may be displayed by either another colleague or by a patron.

These warning signs will always be either “verbal” or “non-verbal” in nature.

Verbal communication is speech, or the spoken word.

Non-verbal communication being body language exhibited by the individual.

Non-verbal communication is the part of communication that most people

trust, or use to determine their beliefs: if there is no match between what
a person is saying, and their body language, we tend to believe the body
language as being the most honest indicator of how the person is feeling.

51
 The warning signs given by a workplace colleague are usually quite
different to those that we may observe in a guest.

The workplace colleague is inclined to:

 avoid verbal and visual contact – this may
mean taking breaks in physically different
areas, avoiding walking down the same
corridor, asking for shifts that help avoid the
chance of contact, sitting so that the other
person is not in the direct line of sight

 indulge in negative facial expressions –
the person may sneer your way, roll
their eyes and shake their head slowly
from side-to-side, or purse their lips

 make negative remarks – this can spill over into areas that are
outside the initial cause of the conflict. For example, a staff
member may be annoyed that you didn't help doing the cleaning
up after a function: their perception was that you are a slacker,
you are lazy and not a team player. The truth is that the boss told
you to go home because you had been at work for twelve hours
that day, and were required back early the following day. The
negative remarks will not stop at your perceived laziness, but will
usually involve unrelated areas such as your attitude, your
relationships with others, your personal habits, and so on

 make rude gestures or remarks – these can be offensive remarks
(perhaps of a sexual nature), or finger and forearm gestures designed to
convey a specific message. Most establishments have bullying and
harassment policies that make these sorts of actions unacceptable in the
workplace: if encountered, you should seriously consider reporting them
to management as they constitute workplace harassment.

A customer or guest in the workplace may, by comparison:

 Look angry or aggressive – this is part of their non-
verbal communication and an aspect that frequently
 is very accurate at reflecting their state –of mind.
When a guest looks angry or aggressive, it's a
fair bet that that's exactly how they're feeling

 Appear flustered or frustrated – the majority of our
guests are in an environment that is strange to them,
and it is to be expected that they are somewhat
confused: we need to be able to differentiate this level
of confusion from the higher level of frustration that
 accompanies the onset of conflict. The fluster
and frustration associated with conflict is usually more intense, and
often accompanies by other verbal and non-verbal cues too

 Contorted facial expressions – many people are unwilling to
verbalise their anger or frustration, and so they 'make do' with
'pulling faces' about the situation. The point to note here is that
just because someone hasn't said they are upset or annoyed,
doesn't mean that they aren't!

 Glance around as if seeking assistance – again, this person may be
unwilling to ask for help, but is giving off plenty of body language that

52
 indicates they are seeking it: it is part of our job – whether it is
in the job description or not – to look for these signals and to
respond appropriately
 Physically touch another guest or colleague – this can be the real
signal that the guest has a problem and that conflict could ensue.
Most people are reluctant to invade someone else's space, let alone
touch a stranger, so this action is highly indicative that a problem
exists, and help is being sought

 Become too loud – as the guest becomes more
and more annoyed, their volume level rises: this
is another method of attracting help (they hope
someone will help them so as to shut them up),
and a way of inflaming the situation (by letting
others know about whatever it is the problem is)

 Slamming room doors – this is a
characteristically frustrated response. It is
obviously socially unacceptable to hit someone,
or to break something but the guest can find a lot
 of satisfaction in releasing frustration by
slamming a door. When, and if, this does happen, it is a common
mistake for the 'discussion' to then focus on the 'door slamming
episode': the smart operator will recognise the slamming as a
symptom of a bigger problem, and strive to fix the main problem
rather than getting bogged down in arguing over the door

 Throwing something – this is a variation on the 'door slamming'
although with the obvious potential for more damage or injury. If
nothing is damaged or injured it may be better to ignore the action
and focus on the problem that caused it. On the other hand, security
may need to be informed. The key, though, is to see the 'throwing'
for what it is, rather than misconstrue it simply as a hostile act

 Being argumentative – this is very common and stands to reason.
What else can the guest do? If we are not prepared to listen to
them, or to remedy a problem, there is little else left for them to do.

At all times, you should be alert to the above warning signs.

By identifying the risk of a possible conflict via a warning sign you will
have a greater chance of stopping a conflict from escalating into an
unwanted situation.

The moment you identify one of these warning signs, you should do
everything in your power to stop the problem getting worse. This means
you must take swift action and act in a tactful manner: not acting is the
worst thing you can do.

There is an old saying that you should 'nip it in the bud', and it is very true.

The majority of conflicts can be overcome, or simply avoided if

someone does something: the guest has to see that we are taking
their problem seriously and that we are doing something about it.

Being tactful means that you have to show a sense of what is appropriate for
the circumstances at the time. It means being considerate when dealing with
others – to their emotions and their needs. It also includes showing skill

53
 and sensitivity when dealing with people, and ensuring that they
know you are doing your best to help them.

Conflicts may also flare when:

 A colleague feels they are being treated unfairly – this may be due to
their shift on the roster appearing less attractive than someone else's,
not being given the opportunity to work overtime, not being selected to
work on a certain function. This feeling may also be caused by staff who
fail to share information, refuse to help and co-operate in the workplace,
and who favour some colleagues over others.

 A customer feels they are being treated unfairly – this can be caused
if they served out-of-turn, if a promise has not been kept, or if they
become aware that another guest has secured a better deal/price

 A misunderstanding between a colleague or customer – this can
be a simple misunderstanding brought about by poor
communication, the use of a certain word that has different
connotations for both parties, unintentional slurs, statements
which were spoken in jest but not received the same way.

1.2 Identify situations where safety may be

threatened
Throughout your working life there may well be situations that
threaten your personal safety.

There may also be potential conflict situations when the personal

safety of customers or colleagues may be directly threatened.

In such situations, it is essential the signs of conflict are quickly

identified and the appropriate assistance sought immediately.

Situations posing a threat to personal safety may include:

 physical fighting – commonly,
but not always, associated
with the (excess) consumption
of alcohol. It is a likelihood in
bar and nightclub situations,
and not unknown at some
functions, surprisingly enough,
at weddings

 verbal arguments – these can
upset other guests, and scare
some people away from the
premises. They should be
resolved as soon as possible
because they will usually
entail offensive language, and
readily turn into fighting

  throwing of objects – people
who have been asked to leave the premises may frequently decide
that if they are being forced to leave, they may as well make their
departure something to remember, and so elect to throw something:

54
 this may be aimed at a staff member or intended to smash a
window or mirror.
 in other instances, patrons can sometimes become involved in what
they see as an 'innocent' game of throwing something around
(someone's hat or mobile phone, or a football): this presents a problem
in that there are potential dangers involved, plus those who are not 'part
of the game' quickly become annoyed and offended. This can lead to
other problems, especially where groups are involved, and the one
group decides to put a stop to what the others are doing!

 erratic and/or irrational behaviour – when people are affected by liquor or
other substances their behaviour can become quite erratic, unpredictable and
dangerous. While we will naturally monitor what happens in our bars, etc, we
can never tell what a person has had to drink (or smoke, etc) before they
arrive at our premises: this means we have to be constantly alert to signs of
erratic behaviour and investigate it at the earliest opportunity

 harassing behaviour – it is a common law requirement that we
provide a venue that is safe and this means that patrons (and
staff members) are entitled to be free from harassment when
they enter our premises. The harassment is often physical, and
may be intimidatory or physical touching: verbal harassment is
similarly unwelcome and must also be monitored and eliminated.

Many properties have written

codes of conduct or house
policies and procedures for
dealing with threatening
situations: in many instances,
the response to a threat will
vary depending on the nature
of the threat and the
department (and staff or
patrons) under threat.

You must obtain a copy of

your workplace rules for
threatening situations and
discuss them with your
supervisor so that you are
fully aware of what is
required of you should
such a situation arise.

Action to take when sighting a possible threatening conflict may include:

 immediately contact the supervisor or manager for them to handle the
situation – as a trainee, despite the best will in the world, you are
unlikely to have the necessary exposure to these sorts of incidents to
serve you well. Certainly, simply hitting someone is not the answer!

  immediately contact in-house security for them to handle the situation
– these people are specially trained and will have the necessary
authority, expertise and experience to enable them to either
control the situation, or take alternative action

 immediately contact the police – this is generally done by the
supervisor, manager, or security when all in-house resources have

55
 been unsuccessful in defusing the situation, but there may be situations
where you are on your own and your judgement is that involving the
police is the best option. Where you do elect to call the police, it may be
best that the people causing the problem do not see you making the
call, or it could cause them to erupt, damage property and assault
people, and then leave the scene before the police arrive
 take action yourself if necessary, and only if authorized by the
appropriate person in your workplace – you should always remember
what it is you have been employed to do: have you been engaged to
work security? Or have you been employed to work behind the bar?

Your actions will greatly depend on the situation that is occurring and to
what stage the conflict has escalated.

It will also depend on whether or not you have the authorisation to

personally act in such situations.

However, all action taken should be immediate, constructive,

appropriate, and tactful.

You should never feel obliged to 'jump in and do something' just

because you are the person 'on the spot'.

TRAINING ACTIVITY 1.1 – Research

56
Element 2: Resolve
conflict situations

2.1 Take responsibility for finding a solution

to the conflict
Once a situation has escalated into a conflict, you must take responsibility for
finding a solution to the conflict within the scope of your authority and duties.

The solution to the conflict will vary depending on the type of conflict
encountered, and the type of conflict will also help to dictate the
actions to take.

Conflict between colleagues

If the conflict is among colleagues, the colleagues
themselves may be able to find a resolution without
having to involve a supervisor or manager. However,
if a conflict between colleagues remains unresolved,
then a supervisor or manager may have to step in to
take on a mediator’s role: certainly the sooner a
problem is resolved, the better.

Many staff-to-staff conflicts can be relatively easily

resolved once the two parties sit down and address
the issue(s): in many, many cases staff are quite
willing to do this because very few people genuinely
enjoy being at loggerheads with others.

If you are involved in such a conflict, then it may need to be you who
makes the first move: there is no admission of guilt or responsibility,
and no admission of blame in being proactive in trying to resolve a
situation – it really is to everyone's benefit!

Conflict with patrons

On the other hand, if the conflict is with a customer, decisive and
immediate action (in accordance with establishment procedures and
policies) must be taken.

Remember that all employees have different roles and responsibility

levels when it comes to handling conflict situations: a contrasting
example of the roles and associated responsibilities is seen in the
roles of a waiter and a security employee.

57
Also remember that house responsibilities vary between properties: the
level of responsibility and authority for a bar attendant at one venue will
not necessarily be the same as at another premises.

The following notes examine the role of certain staff positions in relation
to conflict, but the practical reality is that all staff must take some level of
responsibility for conflict resolution – even if that responsibility extends
only as far as notifying the relevant and appropriate person.

The receptionist
Depending on the level of authority, the receptionist may be
responsible for dealing with complaints directly related to any aspect of
the hotel, and the services it provides. The receptionist may witness
conflict themselves, or they may have a report of conflict phoned
through to them by staff members elsewhere within the venue.

When dealing with conflicts, it will be the

receptionist’s responsibility to identify the
nature of the conflict and take action to
prevent escalation, where appropriate.

The receptionist may also elect to alert

the appropriate supervisor, manager or
security staff of any conflict they see the
moment it occurs. In addition, they may
also notify the appropriate person(s) of any conflict that appears to
be on-going and appears unlikely to reach resolution.

In particular, they will notify security or the police where any conflict has
been identified as posing a threat to the safety of colleagues and guests.

The room attendant

When involved in a conflict situation, the room attendant must also take
whatever action is required to prevent the situation escalating: once
more, such action must be in accordance with the establishment’s
policies and procedures and the room attendant must not function
outside their individual level of prescribed authority.

The room attendant’s role in handling guest complaints is generally

limited to dealing with issues directly relating to the housekeeping
department: they should do their best to resolve the complaint if at all
possible, in-keeping with establishment guidelines.

Room attendants must report all non-actioned complaints to the Head

Housekeeper or the Front Office for follow up action: in some
establishments, the completion of a form may be required to outline
the nature of the dispute, who was involved, and the action taken.

Where a room attendant is invited to become involved in a conflict

situation that is not related to Housekeeping, they should excuse
themselves and notify Front Office, in order to get the appropriate
manager to deal with the problem.

58
Involving management in these conflicts is not a 'cop out': it is a
sensible and proactive thing to do. It is usually managers who have the
authority and discretion to take the necessary action to solve the
problem: staff do not usually have the required authority.

In addition, involving management is usually what the guest wants: in fact, they
will often say "I want to talk to the manager!" Involving management further
shows the guest you are taking their problem seriously and bringing in someone
who can make the necessary decisions and take some appropriate action.

2.2 Encourage all points of view

When dealing with a conflict situation it is important to consider the
points of view of all parties involved.

Remember that all people are different, and your personal feelings, beliefs
and attitudes are not necessarily those of the other person involved.
Therefore, try not to regard another person’s feeling or thoughts negatively
just because they may not be the same as, or agree with, yours.

Just because they are different doesn’t mean that your opinion is less
worthy or valued, or that the other person's should be less respected:
the two points are simply different – nothing more, nothing less.

In the hospitality industry, where we

deal so regularly with people, we must
realise that all thoughts and beliefs
need to be respected, even if they may
seem unfair to other parties involved.
Everyone has a right to express
opinions and feelings, even when they
are deemed to be socially, personally,
or morally incorrect: we must, however,
draw the line when that expression
involves obscene language, blasphemy
and threats – we have a duty to protect
others who may be in the vicinity.

It may become necessary to ask the person to moderate their language

before proceeding: this can often be useful in calming the situation
down, especially when you tell them, "I can see you are upset", as this
acknowledges the depth and passion involved in their situation.

A point of view is a position from which things are viewed: in terms of a

conflict situation you should try to see things from the other person’s
(mental) point of view. By doing this, you may gain an insight into how the
other person is thinking and feeling, and this orientation will greatly assist
you in finding a speedy resolution that is agreeable to all parties involved.

In addition, encouraging the person to verbalise their point of view

demonstrates that you are genuinely interested in hearing what they
have to say.

59
2.3 Use effective communication skills – refer
to pervious element

Cultural and social differences

When communicating with others, it is important to take into
consideration the cultural and social factors that may apply to that
person: these factors are the things that help that person 'make
sense of' their world and of the situation they find themselves in.

We must constantly be on our guard to ensure that we do not impose our

own cultural and social values onto others. Not only is this arrogant and
short-sighted, but doing so will surely inflame any existing conflict situation.

As mentioned earlier, differences between people do not make one

person (or race, group, etc) right, and the other person wrong: the
differences just make them different – no more, no less.

60
 Cultural factors:
Until they are identified and addressed, any of the following factors may
be at play influencing or sustaining a conflict situation::
 their native tongue – whether or not English is their first or second
language: many disputes and conflicts are caused, and perpetuated, by
simple misunderstandings brought about by language difficulties

 personal values – these can often
be created in us by our family and
we are rightly very protective of
them, and sensitive when they are
questioned: when trying to resolve
a conflict situation we must make
sure we do nothing to threaten or
doubt a guest's personal values

 religious beliefs – there is an absolute
need for us to be respectful of any
religious beliefs that a person holds.
These beliefs may extend to what they
are allowed to eat, drink, and wear

  culturally-based dietary needs – certain
cultures have taboos on what they can and cannot eat: it is up
to us to cater for these requests whenever possible and to do so
in an accommodating manner rather than in a begrudging way.
It is beneficial to meet with kitchen staff to identify what special
dietary needs can be catered for.

Socio-economic factors
Our guests are likely to come to us from a wide variety of socio-
economic backgrounds, and all these backgrounds carry with them
differences in fact, and differences in expectations:
 income levels – those who are
financially challenged may be looking
for value-for-money and can get upset
when this is not provided: similarly, if
they have been saving for years for a
once-in-a-lifetime holiday and we fail to
deliver on those expectations, they will
likewise be very disappointed

 spending capabilities – the level of
disposable income varies enormously
 between different socio-economic
groups: those with high levels of spending money usually
expect some form of deferential treatment – to be treated
'according to their station' – and can become annoyed if we fail
to recognise their 'position in life'.

61
 Health factors
Not everyone enjoys good health, and the needs and wants of those
with less than perfect health can be the cause of conflict situations:
 dietary needs – see above, and also try to accommodate any dietary
requests made by guests when they are with you: again, speak to
the people in your kitchen and compile a list of what can be provided
to cater for the dietary needs of certain people. Common demands
are for items that are low in fat, sugar-free, low salt, and gluten free

 mobility – people with injuries may have impaired ability to get around: they
may be using crutches, a wheelchair or simply have restricted movement or
be unable to walk for long distances, or to climb stairs. It is important to
respond to their needs and assist them in moving about the property.

To get a realistic perspective on what it would be like to be a

'movement impaired' person in your workplace:
 spend just one hour trying to move around
your property in a wheelchair

 blindfold yourself and attempt to walk around
the venue, trying to get from one specific
location to another

 facilities and amenities – when people have
health problems they may not be able to use
the facilities and amenities that are normally
available. You must ensure you are familiar
with any 'special' facilities and amenities
(suitable for people with health problems) that
your premises provides.

62
 Age
The needs of children, adolescents, teenagers, middle-aged people and
the elderly will all differ: they will even differ between individuals within the
same age category.
When dealing with members of the public/guests we need to remind
ourselves that not everyone is going to be pleased with the same
thing, and that a person's chronological age could have a great impact
on their orientation to things and their interpretation of events.
This indicates that the way we address, respond to and deal with guests
must be modified to factor in the age of the individual we are dealing with.

Our speech patterns must alter appropriately – what is acceptable to,

say, a teenager may be totally inappropriate for an elder person. What
is suitable for a child may be unsuitable for an adult.

Personality/mood
Our guests will also come to us with a wide variety of personalities and
moods: these may be their 'normal' moods, or they may be due to the fact
that they are on holiday, in a strange/unfamiliar environment, or because
they are angry and frustrated.
We must endeavour to read people's moods and
personalities and respond appropriately. People may be:
 timid – this means we need to ensure we are
not over-loud or too familiar: it also means we
shouldn't attempt to make them the centre of
attention or take it upon ourselves to draw
them out of their shell

 shy – shy people can be quite happy being shy!
We should respect their orientation and not try
to 'force' them to make new friends, participate
in group activities or mix with others

 bright – this person is usually described as 'bright
and bubbly' and expects others to be pretty much
the same. There is nothing worse for this sort of
person than to have to deal with others (including
staff!) who are complaining, downcast and seem
to have the weight of the world on their shoulders

 extrovert – this person is a good mixer and likes
everyone (although that perspective may not be
reciprocated). They expect others to be like
themselves – they want to talk, to spend time with
 others and to get out and do things. Anything that
doesn't align with this is seen as 'strange' and indicative
that the person is 'a bit weird'

  moody – lots of people are moody: it's all part of the human condition
– laughing and happy one day, complaining and unhappy the next. In
the hospitality industry, we have to learn to pick people's moods and
respond appropriately. If they are a bit quiet and 'out of sorts', then it's

63
 a safe bet that they will appreciate a bit of a 'shoulder to cry on'.
If they are vibrant, alive and outgoing, then they will expect you
to take your part in their enthusiasm.

Use accepted resolution techniques

When faced with a conflict situation, it is standard operating practice to
apply generally and widely accepted conflict resolution techniques.

While the techniques presented here are widely recognised and used,
you should be aware that your individual workplace may have a
different approach: naturally, house rules and policies must be
followed where they differ from what is presented here.

Definitely finding a speedy resolution to a conflict should be your main aim

– the quicker things can be resolved, the better. Remember that not only
will the conflict effect the guest, but it also has the potential to rub off onto
anyone else who hears or sees the conflict taking place: conflict situations
are bad PR for the establishment

Various tools have been tried and tested and found to be useful in
helping to help reach a resolution. Some of those tools include:

 Listening and discuss the conflict

When confronted with a conflict,
the first thing the employee should
do is listen to what the parties
involved have to say: the worst
thing to do is to ignore it and to
hope it will go away – it won't!

Listening to the parties allows you

to collect facts about the situation
(it is very true that situations are
rarely what they appear to be 'on
the surface' or at first glance): the
more information you have, the
greater the chance that you will select the right course of action to
resolve things.

By discussing specific points of a conflict a more in-depth picture may be

gained, and the time you spend doing this also helps send a message
that you are genuine in your attempts to resolve the situation.

 Show empathy
Empathy means showing understanding and understanding another
persons feelings. The employee should always try to put themselves
into the other person’s shoes.

Within the limits of your authority and/or discretionary power you should
aim to 'take the guest's side': it is useful if you can become the advocate
for the guest rather than be seen as an 'enforcer' for the venue.

Being empathetic also involves recognising, and doing this verbally, that you
realise not only the problem that has caused the conflict/dispute, but that you

64
also appreciate the emotions and feelings that are now caught up in the
whole thing.

 Compromise
To compromise means finding an acceptable solution that is less than the initially
expected position: the steak may have been tough and cold but that's something
that can't be changed – ever. The question is, what can we do to try to put it right?

Perhaps we can offer not to charge for it. Perhaps we can offer a free
item and a verbal apology from the chef/manager. Perhaps we can …
: the possibilities for compromise are endless – you just have to make
sure that you don't step outside the limits of your powers.

When seeking to compromise, it is important to make sure that all

parties involved accept the resolution that is finally agreed on: if we
agree to do something then that should be an end to the conflict, as
opposed to a partial solution.

Compromising, too, requires the parties to be flexible in their approach

to the situation, and in their approach to arriving at a workable outcome.

Unfortunately, though, compromising may not always reach an outcome that is

satisfactory to all concerned, but it generally brings the parties at least closer
together and helps to set the groundwork for eventual resolution.

Cooperating
When handling a conflict situation, you may decide it is best to
cooperate with the parties involved.
This generally means agreeing with the parties in a positive
manner and working with them to find a speedy resolution.
In most conflict situations, cooperating is an excellent technique to use
because it gets the guests what it is they are after. However, you must
never agree with the parties’ requests or demands if they are not in line
with the establishment’s policies and procedures, or if they are beyond the
limits of your personal jurisdiction.

Defining the conflict

Once all parties have voiced their
concerns, you should verbally
summarise the conflict, defining the key
points: this will ensure that you fully
understand and appreciate the issues
in the dispute, and it further
demonstrates that you have been
paying attention to what has been said.

You should then make sure that all parties involved are in agreement
with the summary you have given: it is important that you have not left
out any points that the guests see as critical. Be prepared to amend
your summary to factor in any further points that are made.

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 Developing solutions
Any solutions decided on with the conflicting parties will greatly depend
on the guidelines set out in the workplace policies and procedures.

 Example one
A hotel may permit their reception staff to give away a complimentary
restaurant meal to a guest who has complained, while another property
may stipulate that only managers are authorised to give away
complimentary restaurant meals to guests who have complained.

 Example two
The policy of one venue may state that a guest cannot check in
without leaving a credit card imprint, while another hotel’s policy
may state that a guest can check in without a credit card imprint,
but must leave a room deposit.

It is important for the employee to have the skills, ability and

knowledge to find resolutions for conflicts that not only meet the needs
of the conflicting parties, but also adhere to all establishment policies
and procedures as well as any Health and Safety regulations.

In some cases, you may choose to ask the conflicting parties what they
would consider to be a satisfactory resolution to the situation: this saves
you having to try to determine what they are seeking – there is always
the risk that you may misinterpret their demands when you don't ask
them specifically what they want. Misinterpreting demands – even when
done innocently – will only serve to inflame the situation.

Wherever possible, try to accommodate the parties’ suggestions, but

accept that this will never happen 100% of the time.

At all times when handling a conflict situation, you will need to display certain
personal characteristics. These have been found to be useful and effective
when trying to negotiate a solution to
a problem, and they include:

 being assertive – but not

being aggressive: it is up to
you to lead the discussion
and determine the solution

 being constructive – it is
important you realise that
whatever has caused the
problem is past and has
gone forever: your main
concern must be in
suggesting and identifying
action that can remedy the
current situation and enable
everyone to move on

 being well-informed – you must know all about house policies
and procedures, your personal limits of authority and
discretion, and all about the in-house rules and regulations
and how far you can bend them before they are broken

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  acting on workplace policies and procedures – like it or not,
there will be certain boundaries that you must not cross: where
you believe these boundaries should be crossed, you should
involve a more senior person who has the power to do so

 exercising patience – you must realise that no conflict can be
solved instantaneously: most people demand an opportunity to
voice their displeasure, vent their anger or 'get it off their chest':
in many cases it is only after this has been allowed to occur, can
real progress be made on finding a solution

 showing tolerance – there are many times where you will be told that
you are the worst in the world, and you must be prepared to accept
and put up with that. People will often take their frustration out on
you, but you should bear in mind that what they are saying is not
personal, even though it may sound and feel like it! When dealing
with the paying public, being 'dumped on' goes with the territory –
you can't change that, it's just the way it is. Accept the abuse and
criticism as a part of the resolution process, and get on with finding
the solution – don't let it cause further conflict.

 understanding the total picture – try to see things from the
other person's perspective. Take into account their feelings
as well as considering what has happened to them

 compromising – be prepared to negotiate a way out of the conflict

 being consistent – when dealing with guests it is vitally important to
be consistent. Failing to be consistent sends a message that certain
guests are rated differently – and that is likely to spark a whole new
rash of conflict situations!

Remember: It is important to not get

defensive.

TRAINING ACTIVITY 2.1 - Practical and

research

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 Element 3: Respond to
customer complaints
TRAINING ACTIVITY 3.1 – Research

3.1 Handle complaints

sensitively
When handling all complaints it is important
to deal with them in a friendly, efficient,
respectful, courteous and thorough
manner. In short, we must be sensitive to
the customer, their needs, the nature of
the complaint and their mood.

The customer, guest or patron must

be given the time to explain fully,
without the employee cutting them
short or placing words into their
mouth. It cannot be emphasised
enough how important it is for the
person to say their piece.

3.2 Take responsibility

Having listened fully to the person –
asking questions as appropriate, and
re-capping what has been said to verify what has been said – you
should take responsibility for resolving the complaint by telling the
guest that you will do everything in your power to resolve the situation.

As mentioned above, you may elect to ask the guest what they want
done to fix the problem.

By taking this responsibility, it ensures you never ignore complaints,

but instead take constructive measures to ensure they enjoy a
speedy – and mutually satisfactory – resolution.

3.3 Establish the nature and details of the

complaint
A critical aspect of resolving the complaint is to identify the extent
of the complaint.

In most cases, the complainant will tell you what the problem is, but their
offering is certain to leave out relevant information: this information may be
information which lessens their case, or which puts a different slant on their

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 allegations. Or it may be information that would really help them if
they only knew it.

The fact remains that you must talk to the guest and ask questions to flesh out the
full nature of the conflict. In the first instance, this detective work may simply serve
to alert you to the fact that the issue is beyond your ability or authority to remedy,
thereby indicating that a manager needs to become involved.

When talking to the person(s) you should attempt to find out various bits of
information – the more detailed and accurate the information, the better:
 Names of those involved

 Promises that the establishment may have made

 Service or products that failed to live up to promises or
 expectations, including how they failed to deliver
on quality or expectations

 Timelines relating to the complaint

 Costs, money or charges involved

 The factual details, as far as can
be determined, as to what was
said and by whom

 Actions – or inactions – taken
(or not taken) by the staff

In all cases, it is advisable to try to remove

the complainant to a private area so that
others are unable to overhear what is
being said. Doing this also removes the
person from a potential audience to which
they may decide to play. The offer of a cold drink or a coffee may
also be appropriate.

When you have uncovered all the details about the issue, repeat them
back to the person to ensure you have interpreted correctly and to give
them an opportunity to clarify points or to add further comments.

The next step is to seek agreement about what can or should be done to
fix the problem.

Whatever is decided on must be described and explained in detail so

that there can be no room for misinterpretation about what you are
going to try to achieve: if you can't get agreement on the proposed
solution, how is 'fixing it' going to resolve the problem?

When such agreement is forthcoming, your next step is to take

action to achieve your objective.

3.4 Take appropriate action

The commonly used Six-Step Method for dealing with all complaints
is the recommended course of action.

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 Some of the points set out below have been covered earlier, but is
useful to see the model laid out in one place in its entirety:

 Listen carefully
Listen, listen, listen to everything the customer has to say (even
though it may be the last thing that you feel like doing!) – recognise
and respect the customer’s thoughts and feelings: show genuine
interest in their needs and expectations.

 Acknowledge
Establish the scope and nature of the problem along with any history
that might accompany it, or the complainant. Verbally summarise the
conflict and ensure that the parties involved agree with your summary.

 Respond
Inform the customer of the action you wish to take – this course of
action may have been proposed by them, by you, or arisen through
negotiation – and check to see if this action is deemed acceptable.
Make sure the action is in-line with establishment policies and
procedures and that you have the authority to make that decision. If
not, seek information from a higher authority.
Inform them of the timeframe that you expect to apply to
implementing the resolution.
Never make up excuses or blame another colleague for a problem –
even if it may be true!

 Take action
This is usually what the guest wants you to do!
You now have to act to implement the agreed upon solution within a
reasonable time frame: if ever there looks like being a delay in executing
the resolution you absolutely must inform the guest at the earliest possible
opportunity and provide a full explanation of the hold-up. Never let a delay
just drag on and on, without keeping the guest up-to-date and informed.

 Report
It is part of your role to inform a higher authority of complaint
where necessary.
These instances are usually where the person:
 was very, very irate

 made threats

 indicated they would complain in writing

 damage was done

 is a regular patron.

 Follow-up
There may be an in-house to debrief with other staff and/or management,
or to complete relevant documentation as requested by the establishment.

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 There is commonly a timeframe within which such follow up must
occur – within 24 hours is common.

3.5 Turn complaints into opportunities

Strange as it may initially sound, when a complaint is made it provides us
with an opportunity to make a further sale, to save the situation, to impress
the guest with other aspects of our organisation, and to apologise.

If a customer were to complain about a product or service, you may be

able to turn the situation into an opportunity that demonstrates a high
level of customer service by displaying certain attributes such as:

 showing concern for the individual and for the situation

they find themselves in

 acting promptly rather than treating the complaint as a thing of
lesser importance

 demonstrating a genuine desire to find a speedy resolution

 reporting back to the customer when required on progress of the resolution

 being understanding and apologetic

 checking to ensure that the resolution that was agreed on has in
fact been supplied and that everything is now OK.

Case studies
The following scenarios are examples of how to turn a complaint
into an opportunity:

 Complaint – customer complains that their fridge is

not working and his six cans of beer are warm.

Opportunity to deliver high quality service – room attendant
immediately checks with maintenance who immediately attend
to fix the fridge. Room attendant then swaps the warm beer for
cold beer from the restaurant.

The guest takes up the offer and within ten minutes is drinking his
cold beer and his fridge is up and running.

 Complaint – customer complains that they previously
booked a deluxe room and have received a standard room.

Opportunity to deliver high quality service – receptionist immediately
checks room availability and sees they have no deluxe rooms left, but
they do have several premium suites vacant. Receptionist apologises
and upgrades the guest to a premium suite at no additional cost.

The guest is more than pleased to receive the additional
room comforts.

Note: If you act with speed and genuine concern, a customer

complaint can nearly always be turned into an opportunity.

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In the above examples, the customers could quite possibly be more
than satisfied with the prompt response by staff to finding an
immediate resolution.

When this occurs, a genuinely high level of quality customer

service has been delivered. Congratulations!

3.6 Complete necessary documentation

Some establishments
require their employees
to complete specific
documentation when a
customer has
complained or a conflict
has occurred.

This may further apply

when the complaint or
conflict has lead to a
customer or colleague
being injured or
threatened. The latter
information may be
required for medical,
police, or insurance
report purposes.

Whatever the case may

be, these complaints or
conflicts must be
recorded accurately and
legibly within the required
time constraints.

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