Assessment 1

Question 1: What do the following mean?

 Manager: a person who is responsible for a part of a business is known as a manager. Supervising and managing a group of people may be included. 

Leader: someone who can manage things is a leader.

Delegation: Delegation is shifting of authority and responsibility 

Motivation: Motivation refers to readiness to pursue some goal 

QUESTION 2: Describe the following leadership styles (20 - 40 words each)

Authoritarian (autocratic): Autocratic leadership, is also considered as the authoritarian leadership, is a leadership style characterized by individual control over all decisions and little input from group members. The leaders which follows this leadership style usually make choices which are based on the ideas and the judgements and they rarely accept the advice from the followers.

Delegative (free reign): Delegative or the Free-rein leadership, which is also called Laissez-Faire, is a type of leadership style in which leaders are hands-off and allow group members to make the decisions. In this leadership style usually manager set objectives for the employees and also set them free to achieve these objectives in the way which they want to follow.

Participative (democratic): Democratic leadership, also known as participative leadership or shared leadership, is a type of leadership style in which members of the group take a more participative role in the decision-making process.

QUESTION 3: Describe Abraham Maslow’s theory on motivation. (30 - 50 words )

Maslow’s hierarchy theory is the theory of needs of the psychology which explains about the motivation of the humans which is based to pursue the different levels of the needs of the human. This theory also explains that how humans are being motivated in order to fulfill their needs in a proper order. The order begins by fulfilling the most basic need of the human and will surely pursue to full the advanced needs. According to this theory the major goal of it is to achieve the fifth level of the hierarchy which is known as self-actualization.

QUESTION 4: Describe Adam's equity theory? (30-  50 words )

The Adams Equity Theory shows why salary and benefits alone does not determine the motivation of the employee. It explains why a promotion rarely has the desired effect.

QUESTION 5: List 6 different characteristics of an effective team.

1. A Common Goal: there is common goal of effective teams. They have the shared objective that each team member is working on.
2. Open Communication: good communication is the foundation of effective. 
3. Team Roles: Establishment of defined team roles, with respect for each role’s part in achieving the common goal, is an essential part of effective teamwork. 
4. Time Management: Effective teams use time effectively.
5. Practical Problem Solving: to achieve the goals there are many problems. The team identify these problems and solve them
6. Bonding: an effective team is the one that is happy. Each and every team member must trust each and every one.

QUESTION 6: Discuss the four stages of team building? (40 - 60 words )

• Forming 

Here co-workers get to know each other and the trust is built.

• Storming

In this step, team address how they work effectively as a team.

• Norming

Team members will appreciate each other’s strength. This step involves the agreement that how work can be divided.

• Performing

In this step the team works on a project itself. It requires the team to be helping and encouraging.

QUESTION 7: What is delegation? Explain the principles of delegation? ( 40 - 70 words )

Delegation is defined as the shifting of responsibility for a task or decisions from one person to another. 

The following are the principles of delegation: 

1. Principle of Functional Definition
2. Principle of Unity of Command
3. Principle of Delegation by Results Expected
4. Principle of Absoluteness of Responsibility
5. Principle of Parity of Authority and Responsibility
6. Authority Level Principle
7. The Scalar Principle

QUESTION 8: Read the case study bellow and answer the question to follow:

Sparks would fly every time there was a meeting of executive housekeepers from the different hotels, particularly between Frieda and Consuela. Frieda was a legend. She had been with the company for 12 years and had worked her way up the housekeeping hierarchy to become a domineering, no-nonsense manager. She told the others that her style was not negotiable. She was working with a group of low-level, low-skilled employees from a wide range of cultural backgrounds who had no career aspirations. She accepted that staff turnover would always be high in the housekeeping department and insisted that this should be taken into account when dealing with staff. She said that she needed to be tough and task orientated – she and her staff were there to get the job done and not to socialise. They all had families to go home to. Consuela, on the other hand, was an ex-school teacher and a people-focused person. She and Frieda had major discussions about ‘team building’ and providing support for staff self- development. Frieda always told Consuela she was wasting her time. Housekeeping was too busy, with too much pressure, to suit anything but an autocratic (authoritarian) style.

• List and describe all the styles of leadership outlined in the above case study (20 - 50 words )

Frieda exhibits authoritarian style of leadership.

Autocratic leadership, is also considered as the authoritarian leadership, is a leadership style characterized by individual control over all decisions and little input from group members. The leaders which follows this leadership style usually make choices which are based on the ideas and the judgements and they rarely accept the advice from the followers.

Frieda’s style was not negotiable. She does this because of low staff turnover and lack of skilled staff.

Consuela exhibits democratic and participative leadership style.

Democratic leadership, also known as participative leadership or shared leadership, is a type of leadership style in which members of the group take a more participative role in the decision-making process.

Consuela demonstrates this behavior by encouraging team members to participate in decision-making process.

• Whose approach do you favour, Frieda’s or Consuela’s? Please explain your answer using the concepts you learnt about leadership styles. (20 - 50 words )

Authoritarian and democratic and participative leadership, both style of leadership are a good. Authoritarian style of leadership is helpful where the manager is skilled more than the staff members.  

On the other hand, democratic and participative leadership style is applicable where the work load is more. 

1. Given that most tourism and hospitality operations have certain periods in which work pressures are extremely high, how do you think that this should be taken into account by supervisors when thinking about their leadership style? ( 20 - 50 words )
2. Leaders are born, they are not made – leaders are made genetically and are expected to be a leader in their lives. 
3. Leaders have a style that make them what they are – people have skills and qualities which they have obtained and is improving continuously 

QUESTION 9: Detail 3 different ways of how you can recognize or reward a team member? Explain the benefits of each method you detail. (40 – 60 words)

• Thank Workers for Their Efforts: It is a great way for recognizing the team members, and something that is truly wallet-friendly. Everyone wants to feel like their managers have noticed they’ve been working hard and are achieving great results, so thanking workers for doing a great job. 
• Give Employees Awards, Perks, and Gifts: People can be presented with a special certificate, plaque, trophy or another type of award in front of their peers.
• Provide opportunities: Employees who do well should be given opportunity for expanding their responsibilities 

QUESTION 10: List 5 benefits that flow from effective teamwork within a team.

• Creativity and Learning. 
• Complementary Strengths is blended
• Trust is built. 
• Conflict Resolution Skills. Is taught.  
• A Sense of Ownership is promoted
• Healthy Risk-Taking is encouraged

QUESTION 11: Describe 3 points you can follow when organizing your team to be successful. (30 – 50 words)

• From day one establish expectations.
• Respect the team members as individuals. 
• Engender connections within the team. 
• Practice emotional intelligence. 
• Motivate with positivity

QUESTION 12: What are the main benefits of organizational planning when it comes to your team? (30 - 50 words)

• Gives a sense of direction to an organization.
• Focus attention on objectives and results. 
• Establishes a basis for teamwork. 
• Helps to anticipate the problems and cope up with the change. 

QUESTION 13: What consultation should you involve when planning for your team? (30 - 50 words)

• Owners / Directors - to make sure that goals and directions meet with the organizational strategic direction. 
• Team members – make sure what is planned with their expectation. 
• Clients – get to know what does the client wants 

QUESTION 14: Read the case study bellow and answer the question to follow:

Training is effort initiated by an organization to foster learning among its workers, and development is effort that is oriented more towards broadening an individual’s skills for the future responsibility. (George & Scott, 2012). Training and development are a continuous effort designed to improve employees’ competence and organize performance as a goal to improve on the employees’ capacity and performance.

To run an organization, be it big or small, requires staffing the organization with efficient personnel. Specific job skills, ability, knowledge and competence needed in the workplace are not efficiently taught in the formal education. As such, most employees need extensive training to ensure the necessary skills, knowledge, ability, and competence to bring out substantive contribution towards the company’s growth. For employees to be flexible and effective in their Job, they need to acquire and develop knowledge and skill, and for them to believe that they are valued by the organization they work for, then they need to see valuable signs of management commitments to their training needs. Some of the more common means of staff development include:

• change in job responsibilities
• external training and professional development
• formal promotion
• internal training and professional development
• opportunity for greater autonomy or responsibility

List the pros and cons of each of the common means listed above

MEANS OF DEVELOPMENT	PROS	CONS
change in job responsibilities	There are better chances for the promotion.	It can be stressful
external training and professional development	Hire an outside training provider that allows the organization to focus on their competencies.	External training is more expensive than internal training
formal promotion	Helps in creating communication opportunity	More load of work
internal training and professional development	Job satisfaction is Increased and employee engagement	Requires time away from work
opportunity for greater autonomy or responsibility	Greater happiness and engagement	It takes more time to make important decisions

QUESTION 15: Managers and supervisors make decisions on a daily basis, addressing everything from day-to- day operational issues to long-range strategic planning.

List and briefly describe what steps you would follow in making a business related decision. (4 – 5 steps)

1. Identify the decision

Identify the problem first which is needed to be solved for making decision. Define the decision clearly. 

2. Gather relevant information

After the decision is identified, gather all the information that is relevant to the choice. 

3. Identify the alternatives

Identify the solution of the problem after there is relevant information available. 

4. Weigh the evidence

Identify the multiple alternatives, weigh the evidence. 

5. Choose among alternatives

In this, choose among the different alternatives and make a decision. 

6. Take action

Act on the decision which is taken. Make a plan to make the decision achievable.  

7. Review your decision

After the decision is taken, review the decision. 

Assessment 2

PART 1.

Read the provided information in the case study based on The International Hotel Group – See Appendix 1 and complete the tasks below. Use the forms and templates provided to complete your tasks.

Task 1

Use the case study based on The International Hotel Group ( See Appendix 1) to Write a report (400 - 500 words), addressed to Bachar Naja, the CEO of The International Hotel Group” evaluating the performance of the Customer Service Department.

The report should contain the following structure / content:

1. Introduction
2. Findings of the performance evaluation
• Areas that are not performing well
• Suggest reasons for the poor performance in these area
3. Recommended strategies for improving performance

List of recommendations, including:

• Seek feedback from teams and individuals
• Communicating the short as well as long term goals are
• Delegating and assigning or the work and tasks to team members
• How to provide feedback
• How to motivate staff through recognition and rewards

Date: 15th October, 2021 

To

CEO, International Hotel Group

Subject: Report on evaluation of performance of the Customer Service Department

Introduction:

The main aim of this report is to analysis, record and evaluate the performance of customer service department of International Hotel Group.

Customer service is the act that supports and advocate for customers in discovery and troubleshooting of the product or the service. It is the process that will support the team making will happen. To foster lasting customer relationship is the goal of customer service.

The Performance Evaluation's Findings

Given below are some of the areas of customer service that re not performing well

• Customer service: customer shows their dissatisfaction. Customers showcased their dissatisfaction with the method customer service department answers and handles calls. In has been observed that in May 2017, 78% people calling in the customer service department were satisfied with the service. However, in May 2018, this number decreased by 22% and number of satisfied customers declined and reached up to 56%. The industry benchmark established for this is 73% satisfaction level.

• Call Speed: Customers also showcased their dissatisfaction with the speed of call handling process. There has been observed a dramatic decline in the area from May 2017 to may 2018. In May 2017, 64% customers were satisfied with the call speed, however, in May 2018, this percentile dramatically declined and reached to only 22% satisfaction level of customers. This indicates subject of poor performance and needs high attention. According to industry benchmark it should be up to 59%.

• Client Enquiries: Customer enquiries are also not being handled properly. Customer service department has disappointed customers in this area. The percentage of satisfied customer in this area decreased by 14%. The industry benchmark for this is 82%. However, it is observed to be only 70%.

• Customer Call Rating: Customer call rating has also reduced by a large percentage. In May 2017, level of satisfied customers was 71%, where as in May 2018, it remained merely 34%, which is a huge decline in level of satisfaction of customers. 

Seeking feedback from teams and individuals

• Regularly review the performance of the employees  performance review
• Team meeting should be arranged.
• Suggestion box.

Communicating what the short as well as long term goals are

• Define the goal. 
• Communicate the goal clearly and openly. 
• Predict possible challenges ahead. 
• Inform all parties involved. 
• Adjust the message. 
• Ensure understanding.

Delegating and assigning or reassigning work and tasks to team members

• Right person should be chosen.
• Right instruction should be provided. 
• Resources and training should be provided. 
• Provide feedback 

How you intend to motivating staff through recognition and rewards

• It should be personal. 
• Opportunities should be provided  
• Recognize 
• Financial incentives. 
• Holiday rewards and bonuses should be given. 

Report Presented by:

Customer Service Manager,

The International Hotel Group

 YOU ARE REQUIRED TO SUBMIT

• A report (400 - 500 words), addressed to Bachar Naja, the CEO of The International Hotel Group” evaluating the performance of the Customer Service Department.

PART 2.

The CEO of “The International Hotel Group”, received the report that you prepared in Part 1 above. After reviewing it, he calls you to discuss your findings.

The CEO realises the importance of your findings and the impact that this phenomenon is having on the organisation. So he requests that you prepare and deliver an information session/meeting with the customer service staff members to implement your recommendations.

For this part of the task, you are required to provide notice to all Customer Service Department staff members of the upcoming information session / meeting as requested by your CEO. Your notice to the staff members can be by way of an e-mail or any other appropriate communication method you may choose.

The notice must include:

• An agenda detailing:

• the information session objectives
• the information session proceedings.
• Information session date, time, and venue

• Seeking feedback from the customer service team members:

• based on what you have decided to implement and as you outlined in the information session proceedings / agenda
• In line with the International Hotel Group Policies and Procedures.

You may use the agenda template provided - See Appendix 9.

EMAIL:

To: Customer Service Staff

From: Customer Service Manager

Subject: Regarding the session agenda

Notice:

This mail is to notify that the information session is organized regarding the evaluation of the performance of customer service department.

Here are all the details of session:

Session Agenda:

Proceeding of the information session:

• Discuss the several strategies for the improvement of performance
• Discussing the short and long term goals.
• Discuss the strategies for recognizing the performance of the employee.  
• Discuss the feedback

Information Session Details:

Date: 17th October, 2021

Time: 10 AM

Location: Meeting Room

Regards,

Customer Service Manager

The International Hotel Group

Meeting Agenda

Date	30-09-2021	Time	10:00 am
Location	Conference hall	Meeting Type	Information session
Meeting Called By	Vishwas (Customer Service Manager)	Timekeeper.	Mr. ABC
Meeting Purpose	To inform about the performance customer service department
Scribe	Ms. MNO
Attendees	HR manager, All staff of Customer Service Department
Other Present	CEO

Time	Agenda Item	By
10:00 to 10:15 am 10:15 to 10:30 am 10:30 to 11:00 am 11:00 to 01:30 pm 1:30 to 2:30 pm  2:30 to 3:00 pm 3:00 to 3:15 pm	Attendance Reading the agenda Informing the outcome of performance evaluation Discussing several strategies for the improvement of performance Lunch Feedback, taking suggestions Concluding the session	Mr. ABC Mr. MNO Mr. Vishwas  Mr. Vishwas  Mr. ABC Mr. MNO

By

Customer Service Manager

The International Hotel Group

 YOU ARE REQUIRED TO SUBMIT

Evidence of planning and organising an information session / meeting to:

• inform the customer service employees of the current situation with their performance
• Inform the customer service employees of the decisions you have taken to improve customer service
• Seek and respond to feedback from the customer service employees.

Such evidence could be:

• A session plan
• PowerPoint presentation for the meeting
• Handouts
• Information session / meeting agenda
• Draft email to give notice of the upcoming information session / meeting

PART 3 – ROLE PLAY.

Undertake a role play

You are to participate in a role-play where you are the manager of the Customer Service Department at “The International Hotel Group” with your trainer/assessor and fellow class mates being your customer service team members.

You have analysed customer feedback data and produced a report to the CEO identifying the areas of poor performance and made some recommendations for improvement. Your CEO has approved your recommendations and has asked you to meet with the Customer Service team to implement your recommendations.

Demonstrate your ability to:

• Plan and Organise
• Provide the relevant information to the team
• Seek and respond to feedback from team members
• Delegate work and tasks
• Encourage effective communication

Instructions for the role play:

• Play the role of the custo0mer service department 
• Trainer will play the role of the customer service team member
• Fellow mates will the role of customer service team member
• You have 15 minutes to complete this activity

Participate in the role play with your assessor and class mates

The list below provides you with guidance as to the proceedings of the information session / meeting:

• You are to brief the team on findings ( as reported in Assessment Task 1)
• You are to give your reasons for the poor performance
• You are delegate work and tasks
• You are to provide reasons for your decisions
• You are to encourage team communication and feedback
• You are to motivate your team

Your trainer/assessor will document this activity and will use the list below as the criteria to assess you. They want to see that you are able to:

• Act as a positive role model
• Interact with team members on a positive and professional level

• Communicate short and long term goals
• Communicate expectations
• Delegate responsibilities
• Encourage innovative approaches
• Identify and reward good efforts
• Encourage open and supportive communication
• Share information about the organisation
• Motivate teams and individuals

You will need to be prepared to answer questions from the audience. These questions will be to clarify a point you have made, or request further information.

You will be assessed on your ability to:

• Research and plan an information session / meeting appropriate to your purpose and intended audience.
• Present your information using effective oral communication skills
• Respond to feedback and request for information from your audience

Presentation tips:

In preparing and presenting your presentation you should consider:

• Structure – introduction, body and conclusion
• Effective use of notes, e.g. not reading or looking down constantly
• Language features such as:

• Formal and informal language
• Linking words and phrases: first, second, next, then, and finally
• Appropriate expressions to introduce opinions, facts, suggestions, ideas, alternatives

• Supporting documentation – evidence of research into the topic, presentation of research items e.g. quotes, statistics
• Visual supports, e.g. graphs, diagrams, audio visual recordings
• Effective use of body language such as eye contact, posture
• Effective use of voice – pronunciation, stress and intonation, volume and speed
• Timing
• Handling of questions – ability to interpret and respond, e.g. provide a counter argument.
  

Role Play:

Customer Service Manager: A very good morning to all of you. I appreciate your presence in our team meeting. Today we all have gathered here to discuss issues faced by customer service department and solution regarding that. I made a report for the CEO regarding issues and recommended some suggestions regarding that and CEO proved those recommendations. This session plan is arranged to implement that plan. 

The problem identified is poor performance if answering customer calls and call speed. This resulted in high percentage of dissatisfied customers. We found that this is because of lack of training. I want suggestion from you that what kind of training is needed?

Team member 1: I also feel lack of training. It is important to teach customer handling scheme to new employee as well as to old ones as customer behavior changes time to time.

Team member 2: In my opinion there should be monthly training based on the result of employee engagement survey. We need to access employee needs each month and arrange 1-2 days training according to that. 

Customer Service Manager: I think that a good idea. This will ensure employees are being trained in necessary in required skills time to time.

Team member 3: Poor performance is also a result of less staff recognition. They are not appreciated and motivated enough when they perform well at work. This lowers their morale.

Customer Service Manager: to solve this issue we are going to implement monthly recognition program where best performer of the month will be awarded. This will give that employee a sense of motivation to work even harder and will also become an inspiration for other employees to work better.

Please provide your suggestions how we can achieve short term and long-term goals.

Team member: I think to measure achievement of short-term goals we should frequently check customer satisfaction level. This will help us to know whether we have successfully reached our target or not. IF we will be able to achieve short-term target and we will surely be able to achieve long-term targets as well.

Customer Service Manager: Thanks for your suggestion we will act upon this. What is your opinion on delegation of tasks?

Team member 1: For training purposes, my recommendation would be to employ an external trainer for the training session. HR can be appointed to hire a trainer. It would be great if the session consists of lectures, demonstrations, discussions, and role-play.

Team member 2: To improve staff engagement, tasks delegated to supervisor or manager would be to attend internal training and professional development to encourage team building.

Customer Service Manager: Thank you for the recommendations. Training tasks will be delegated to an external trainer with a session consists of lectures, demonstrations, discussions and role-play. Tasks to improve staff engagement will be delegated to an internal trainer from our company, it requires manager and supervisor from customer service department to attend in the hope of encouraging team building and professional development

Thank you to all of you for attending this session. Have a nice day!

Presentation has been attached

APPENDIX  1 : CASE STUDY

THE INTERNATIONAL HOTEL GROUP

Background Information

The International Hotel Group started business with two small boutique style hotels in Melbourne, Australia. The group is owned and financed by a large consortium of international business experts and several large investment companies. It is in a strong financial position for expansion.

Over a period of 15 years it has grown to now comprise a chain of 20 hotels across 5 different countries in the Australasian region. This growth was a result of an acquisition of a small hotel chain and establishment of some new properties, mainly in Australia. The group employs cultural specialists and prides itself on its multicultural expertise that assists with its success in welcoming guests from all regions of the World.

The Group now employs 1000 staff in full time, part time and casual positions.

The Head Office, located in Melbourne, houses the management team for the group.

The group is owned and financed by a large consortium of international business people and several large investment companies. It is in a strong financial position for expansion.

The vision for the Group is to expand geographically to provide a quality boutique alternative in key locations across the Australasian region, whilst maintaining its reputation for exceptional personalised service.

Organisation Structure

The Head Office of The International Hotel Group houses the Chief Operating Officer and the Strategic Management Team, the Chief Financial Officer and the Finance Department (finance officers are allocated a number of hotels to service), The Human Resources Manager and Assistant (the system is devolved with HR representatives in each hotel), The Development Team who manage building contracts and maintenance and The Marketing and Sales Team (a team of 15 culturally capable managers and staff), and the frontline management team that form the main liaison team of the company. Marketing and sales staff are constantly travelling to visit the Hotel Groups and may be seconded to a hotel or country for 6 months in the period leading up to acquisition or commissioning of a new hotel.

The majority of staff employed by the Hotel Group are located in the hotels. This includes Manager, Deputy Manager, Hotel Coordinator and Administrator/Events manager, Restaurant Manager and all the staff who cook, clean and wait in the hotel.

Key Organizational Goals

The key organizational goals for the next five years are to:

1. Increase the number of properties over the next 5 years
2. Break into new markets 
3. Expanding into the larger hotel market
4. Maintain quality service 

Organizational Values Statements

1. The key to success is team work 
2. Customer service is what our best is!
3. We are in this together and focused 
   

  APPENDIX  2: PERFORMANCE MANAGEMENT POLICY AND PROCEDURE

Performance Management Policy

Policy Statement

Regularly review the performance of the work. Regular informal feedback should be comprised in the review.

Policy Objective

Conducting regular reviews of work performance will achieve the following results:

• Employees need to understand what is expected from them and how the performance is viewed 
• To manage the poor performance is the opportunity of the supervisors and managers 

Procedures

• Employees should be encouraged to discuss their performance of the job 
• Feedback of the performance must be clear, supportive and should focus on the development of the employee
•  By using the performance management plan, the performance standard should be documented. 
  

  APPENDIX  3: CODE OF CONDUCT

The International Hotel Group Code of Conduct

All staff members of the International Hotel Group:

• Shall carry out the instructions that is issued by the Group as long as they are legal.
• Act honestly 
• Display the integrity, fairness and the ethical conduct.
• Avoid the relationship with a contractor or the supplier.
  

  APPENDIX 4: FRONT OFFICE SUPERVISOR POSITION DESCRIPTION

The International Hotel Group

Front Office Supervisor Position Description

Position Title: Front office Supervisor

Reports to: Front Office Manager / Duty Manager

Responsibilities and duties

1. Make sure to have the outstanding customer care at all times.
2. Respond to telephone and in-person inquiry 
3. Uses suggestive selling techniques 
4. Supervise daily shift process 

Skills:

A positive attitude and excellent communication skills. 

Education:

Degree or Diploma in Hospitality Management or bachelor degree and/or diploma in hotel or other related field.

Experience:

Minimum experience of 2 to 3 years as Front Office Associate / Front office cashier in a hotel.

  APPENDIX  5: OPERATIONAL PLAN

Operational Plan

Operational Goals	KPI	Team	Priority
Develop and implement operational plans	Develop the plan by end of January Report results at AGM in December	Executive	1
Standardise financial management processes across the hotels	Review policies and processes	Finance	4
Attract and retain high quality experienced staff	Introduce ‘Best Employee’ reward program	HR	2
Maintain existing properties and support expansion goals	Submit development plan	Development	6
Introduce a segmented approach to the marketing to appeal to higher and medium income groups and introduce a customer retention and loyalty program	Submit marketing plan to the Executive Mgmt. by end of March Introduce customer retention and loyalty program by end of June	Marketing and Sales	5
Maintain a quality service reputation and provide unique hotel experience	Supervisors to submit junior staff performance report to HR Manager by end of August Supervisors to submit at least two innovative ideas relating to customer service to development team by end of June	Frontline	3

  APPENDIX  6: SURVEY RESULTS AND KPI’S

Mike Stanforde manages the International Hotel Group Customer Service Department. He is aware that performance of customer service at the hotel located in Sydney is below the expectations of senior management and shareholders.

The following pages will show some of the data that has been collected:

• Customer satisfaction survey results

• Staff engagement results

  APPENDIX  7A: CUSTOMER SATISFACTION SURVEY RESULTS

Below is the standardised Customer Satisfaction Survey (CSS) which is send via email to customers who have recently been in contact with The International Hotel Group - Sydney.

The CSS has been conducted every 6 months, one in May and another in November, for the past four years.

The most recent survey results (from May 2015) are based on the answers from 2,814 respondents:

The survey takes about 60 seconds to fill in and return and is as follows: The results are shown for the previous 3 surveys.

May 2018 Customer Service Survey
		1	2	3	4	5
		Very Dissatisfied	Dissatisfied	Neutral	Satisfied	Very Satisfied
1	Were you happy with the way your call was answered?	10%	17%	17%	34%	22%
2	Were you happy with the speed your call was	34%	25%	19%	15%	7%
3	Was our agent able to answer your query?	9%	8%	13%	32%	38%
4	Was the information they gave you accurate?	7%	9%	10%	34%	40%
5	How would you rate the overall call?	19%	24%	23%	19%	15%
		Yes	No
6	Was this the first time you have contacted us?	10%	90%
7	Do you use the IHG’s smartphone app?	18%	82%
8	Which other communications channels would you like to use to access Customer Service?
	i) email	31%
	ii) Interactive voice	8%
	iii) Web chat	38%
	iv) SMS	21%
9	If you requested literature did it arrive as promised?	94%	6%
10	Would you recommend us to others?	78%	22%

November 2017 Customer Service Survey
		1	2	3	4	5
		Very Dissatisfied	Dissatisfied	Neutral	Satisfied	Very Satisfied
1	Were you happy with the way your call was answered?	4%	15%	19%	37%	25%
2	Were you happy with the speed your call was	13%	19%	21%	30%	17%
3	Was our agent able to answer your query?	4%	6%	15%	35%	40%
4	Was the information they gave you accurate?	3%	7%	12%	36%	42%
5	How would you rate the overall call?	4%	9%	28%	31%	28%
		Yes	No
6	Was this the first time you have contacted us?	12%	88%
7	Do you use the IHG’s smartphone app?	14%	86%
8	Which other communications channels would you like to use to access Customer Service?
	i) email	38%
	ii) Interactive voice	4%
	iii) Web chat	36%
	iv) SMS	24%
9	If you requested literature did it arrive as promised?	97%	3%
10	Would you recommend us to others?	89%	11%

May 2017 Customer Service Survey
		1	2	3	4	5
		Very Dissatisfied	Dissatisfied	Neutral	Satisfied	Very Satisfied
1	Were you happy with the way your call was answered?	3%	7%	12%	51%	27%
2	Were you happy with the speed your call was	2%	14%	20%	38%	26%
3	Was our agent able to answer your query?	2%	5%	9%	43%	41%
4	Was the information they gave you accurate?	1%	5%	11%	43%	40%
5	How would you rate the overall call?	2%	5%	22%	38%	33%
		Yes	No
6	Was this the first time you have contacted us?	11%	89%
7	Do you use the IHG’s smartphone app?	8%	92%
8	Which other communications channels would you like to use to access Customer Service?
	i) email	41%
	ii) Interactive voice	3%
	iii) Web chat	31%
	iv) SMS	28%
9	If you requested literature did it arrive as promised?	100%	0%
10	Would you recommend us to others?	92%	8%

These customer satisfaction results can be compared with the latest industry benchmarks.

Customer Service Survey Benchmarks
		1	2	3	4	5
		Very Dissatisfied	Dissatisfied	Neutral	Satisfied	Very Satisfied
1	Were you happy with the way your call was answered?	4%	8%	15%	41%	32%
2	Were you happy with the speed your call was	4%	15%	22%	33%	26%
3	Was our agent able to answer your query?	2%	6%	10%	42%	40%
4	Was the information they gave you accurate?	1%	5%	11%	42%	38%
5	How would you rate the overall call?	3%	7%	25%	34%	31%
		Yes	No
6	Was this the first time you have contacted us?
7	Do you use the IHG’s smartphone app?	18%	82%
8	Which other communications channels would you like to use to access Customer Service?
	i) email	36%
	ii) Interactive voice	3%
	iii) Web chat	21%
	iv) SMS	37%
9	If you requested literature did it arrive as promised?	98%	0%
10	Would you recommend us to others?	84%	8%

  APPENDIX  7B: EMPLOYEE SATISFACTION SURVEY INFORMATION

Every year The International Hotel Group conducts an Employee Engagement Survey (EES).

The first EES was conducted for the hotel in April 2015 and the survey has been done conducted every April since then.

The survey questions are filled in according to a scale of 1-5, as follows:

1. No, not at all
2. Not really
3. A little
4. Yes, somewhat
5. Yes, definitely

  APPENDIX  7C: EMPLOYEE ENGAGEMENT SURVEY RESULTS

1	Is there any best friend at work? Do you know what is expected of you at work?
2	Was there opportunities at work to learn and grow?
3	Did someone talked about the progress?
4	Does someone encouraged at work for development?

The results for the past three years are:

April 2018 Staff Engagement Survey		No, not at all	Not really	A little	Yes, somewhat	Yes, definitely
1	Do you know what is expected of you at work?	2%	4%	8%	45%	41%
2	Do you have the materials and equipment you need to do your work right?	3%	8%	11%	41%	37%
3	At work, do you have the opportunity to do what you do best every day?	14%	26%	22%	21%	17%
4	In the last seven days, have you received recognition or praise for doing good work?	11%	16%	34%	30%	9%
5	Does your supervisor, or someone at work, seem to care about you as a person?	19%	28%	31%	14%	8%
6	Is there someone at work who encourages your development?	23%	22%	33%	18%	4%
7	At work, do your opinions seem to count?	23%	27%	29%	12%	9%
8	Does the mission/purpose of your company make you feel your job is important?	18%	24%	28%	19%	11%
9	Are your associates (fellow employees) committed to doing quality work?	12%	16%	19%	29%	24%
10	Do you have a best friend at work?	4%	18%	28%	24%	26%
11	In the last six months, has someone at work talked to you about your progress?	4%	13%	42%	34%	7%
12	In the last year, have you had opportunities at work to learn and grow?	16%	27%	36%	17%	4%

April 2017 Staff Engagement Survey		No, not at all	Not really	A little	Yes, somewhat	Yes, definitely
1	Do you know what is expected of you at work?	2%	3%	9%	46%	40%
2	Do you have the materials and equipment you need to do your work right?	2%	6%	11%	40%	41%
3	At work, do you have the opportunity to do what you do best every day?	8%	18%	24%	29%	21%
4	In the last seven days, have you received recognition or praise for doing good work?	3%	9%	21%	37%	30%
5	Does your supervisor, or someone at work, seem to care about you as a person?	14%	22%	20%	25%	19%
6	Is there someone at work who encourages your development?	19%	18%	30%	25%	8%
7	At work, do your opinions seem to count?	15%	21%	27%	20%	17%
8	Does the mission/purpose of your company make you feel your job is important?	16%	19%	25%	22%	18%
9	Are your associates (fellow employees) committed to doing quality work?	6%	11%	21%	33%	29%
10	Do you have a best friend at work?	2%	11%	25%	28%	34%
11	In the last six months, has someone at work talked to you about your progress?	1%	8%	23%	31%	37%
12	In the last year, have you had opportunities at work to learn and grow?	8%	12%	21%	28%	31%

April 2016 Staff Engagement Survey		No, not at all	Not really	A little	Yes, somewhat	Yes, definitely
1	Do you know what is expected of you at work?	2%	2%	8%	46%	42%
2	Do you have the materials and equipment you need to do your work right?	2%	5%	9%	42%	42%
3	At work, do you have the opportunity to do what you do best every day?	7%	17%	22%	31%	23%
4	In the last seven days, have you received recognition or praise for doing good work?	1%	6%	17%	35%	41%
5	Does your supervisor, or someone at work, seem to care about you as a person?	7%	13%	21%	31%	28%
6	Is there someone at work who encourages your development?	10%	11%	25%	26%	28%
7	At work, do your opinions seem to count?	14%	17%	21%	22%	26%
8	Does the mission/purpose of your company make you feel your job is important?	16%	18%	22%	24%	20%
9	Are your associates (fellow employees) committed to doing quality work?	5%	8%	22%	34%	31%
10	Do you have a best friend at work?	2%	9%	10%	37%	42%
11	In the last six months, has someone at work talked to you about your progress?	1%	6%	13%	34%	46%
12	In the last year, have you had opportunities at work to learn and grow?	3%	4%	8%	34%	51%

These can be compared with the recent industry benchmarks.

Staff Engagement Survey Benchmarks		No, not at all	Not really	A little	Yes, somewhat	Yes, definitely
1	Do you know what is expected of you at work?	2%	4%	11%	44%	39%
2	Do you have the materials and equipment you need to do your work right?	2%	8%	15%	38%	37%
3	At work, do you have the opportunity to do what you do best every day?	7%	24%	21%	30%	18%
4	In the last seven days, have you received recognition or praise for doing good work?	1%	7%	24%	33%	35%
5	Does your supervisor, or someone at work, seem to care about you as a person?	10%	18%	20%	28%	24%
6	Is there someone at work who encourages your development?	7%	10%	22%	28%	27%
7	At work, do your opinions seem to count?	18%	18%	19%	21%	24%
8	Does the mission/purpose of your company make you feel your job is important?	20%	24%	23%	18%	15%
9	Are your associates (fellow employees) committed to doing quality work?	9%	14%	19%	30%	28%
10	Do you have a best friend at work?	5%	17%	18%	26%	34%
11	In the last six months, has someone at work talked to you about your progress?	5%	9%	16%	31%	39%
12	In the last year, have you had opportunities at work to learn and grow?	8%	11%	20%	27%	34%

  APPENDIX  8: KEY PERFORMANCE INDICATORS

The Customer Service Department uses a number of key performance indicators as part of its Balanced Scorecard reporting and performance assessment process.

The KPIs for the past 8 quarters (2 years), grouped into their Balanced Scorecard categories, are listed below:

Key Performance Indicators: IHG Customer Service Department
Customer Satisfaction		Q3 2013	Q4 2013	Q1 2014	Q2 2014	Q3 2014	Q4 2014	Q1 2015	Q2 2015
1	Percentage of Calls Abandoned	6%	5%	5%	6%	7%	9%	11%	13%
2	Average Speed to Answer (seconds)	27	31	28	27	34	41	46	52
3	First-Contact Resolution rate	72%	71%	72%	68%	64%	61%	59%	56%
4	Customer Satisfaction Scores (1-5)	4.2	4.3	4.1	4.0	3.8	3.7	3.5	3.3
Operational Efficiency		Q3 2013	Q4 2013	Q1 2014	Q2 2014	Q3 2014	Q4 2014	Q1 2015	Q2 2015
5	Agent Occupancy	81%	80%	81%	84%	90%	92%	94%	97%
6	Average Handling Time (seconds)	48	47	49	51	44	41	39	41
7	Call Transfer Rate	9%	7%	8%	11%	13%	14%	16%	17%
8	Cost Per Call	$ 2.71	$ 2.68	$ 2.74	$ 2.71	$ 2.89	$ 2.94	$ 3.06	$ 3.18
Business Value		Q3 2013	Q4 2013	Q1 2014	Q2 2014	Q3 2014	Q4 2014	Q1 2015	Q2 2015
9	Customer Retention	96%	94%	95%	96%	93%	92%	90%	89%
10	Referrals to Accounts dept (avg per day per agent)	8	9	7	8	6	5	6	5
11	Conversion rate of referrals to Accounts dept.	64%	68%	67%	68%	71%	66%	69%	70%
People Management		Q3 2013	Q4 2013	Q1 2014	Q2 2014	Q3 2014	Q4 2014	Q1 2015	Q2 2015
12	Attrition Rate (annualised)	14%	16%	13%	18%	21%	24%	26%	31%
13	Unapproved Absenteeism (annualised days per agent)	6	7	6	8	8	9	12	13
14	Staff engagement rate	77%	76%	77%	75%	71%	70%	68%	65%

  APPENDIX  9: MEETING AGENDA TEMPLATE

MEETING AGENDA

DATE		TIME
LOCATION		MEETING TYPE
MEETING CALLED BY		TIME KEEPER
MEETING OURPOSE
SCRIBE
ATTENDEES
OTHER PRESENT

Time	Agenda Item	By
09:00 – 09:15
09:15 – 09:30
09:30 – 09:45
09:45 – 10:30
10:30 – 11:00
11:00 – 11:15	TEA BREAK
11:15 – 13:30
13:30 – 14:15	LUNCH BREAK
14:15 – 16:30