InterContinental Hangzhou adds two green lights to the scoreboard
Winning story from InterContinental Hangzhou
Within four months, the team at InterContinental Hangzhou successfully turned their Winning Metrics from 6/9 to 8/9 with sheer determination. Today, Frankson Lee, General Manager,InterContinental Hangzhou shares their winning formula to constantly pump up their people and deliver winning results.
It was an increase from 6/9 to 8/9 on Winning Metrics for InterContinental Hangzhou last year. What actions did you take to improve those specific metrics?
At our monthly Winning Metrics meeting, we discuss not only the hotel Winning Metrics, but also each functional metric and its co-relation to the overall performance. We believe that everybody has a role to play to drive the score. The team was inspired never to give up on any red lights and concentrate on the fundamentals,especially on picking the low-hanging fruits first. We've developed our formula for each Winning Metrics:
· Everybody sells
We put in place an incentive programme for all colleagues to introduce bulk business to the hotel.
· Everybody saves
To maintain TGOP, each department head is given the revenue forecast of the following month to work backwards on their expense. With a clear target and careful planning, we've managed to control our expenses even during the month when revenue falls short of budget.
· Everybody recovers
All hotel employees were authorized to recover and help solve guest problems. We have also introduced a "Service Recovery Form" to take records of the cases. This will help avoid misuse of the mechanism and facilitate experience-sharing among colleagues.
· Everybody cares
We are committed to improving working environment for our colleagues. We've upgraded the dormitory security system and hosted Food Festival each month which has been well received by the employees and created a stir within the market.
· Everybody fights
The entire team is hyped out to be #1. The Revenue, S&M and F&B team are constantly studying the competitor movement and adjust our strategy accordingly to beat the competition.
· Everybody celebrates
For each breakthrough, no matter how minor it might be, we willtake time to celebrate, in many different ways. It could be recognition in the morning briefing, a WeChat podcast, a thank you card from the GM or a monthly HeartBeat Ambassador Award. This turns out to be a very effective way to drivethe team into winning habits and eventually, winning became an addiction which the team kept craving for more.
How did you motivate your team to work together towards the targets?
Each time when there is a new Winning Story published on Merlin,we share it with the team and together we learn from the best practices from our sister hotels.
I always encourage our people to do better so our hotel will bethe next to be featured in the Winning Stories Series. Now, I am happy to say to my team here: "YOU DID IT!"
What did you do to help your team understand Winning Culture and bring it to life?
Instill a sense of hunger in the team by constantly reminding them of our Winning Metrics result.
Let the team understand that we not only need to turn those redlights into green, but it is also critical to maintain those Metrics that arealready achieved.
Create alignment between hotel metrics and functional metrics andensure that no one is left behind. I am proud that all division heads completed at least 7 out of 10 in their own functional metrics.We do not want towin as individuals; we want to win as a TEAM.
In your view, how can we better collaborate (both among hotels and between hotels& support centre) to achieve winning performance in Greater China?
I think Winning Stories Series is a very direct communication tool that not only helps hotels learn from each other but also recognises hotels that have made it. I believe we could do more to incentivise hotels to make an effort to improve their score. For example, the November/December RGI and RevPAR challenge is a great idea to drive hotel teams to do even more.
ichz4u 或搜索 杭州洲际培训