Maintaining and enhancing service quality is paramount for success. Shiji Insights had the privilege of sitting down with Martin Faist, the Vice President of Quality Assurance at Absolute Hotel Services (AHS), to delve into his professional journey, the strategies AHS employs to uphold service excellence, and his perspective on the future of hospitality. With a rich background that spans various critical roles within the industry, bringing a variety of knowledge and experience to the table. From his early days in Michelin-starred kitchens to his current role at AHS, Martin has consistently aimed to elevate the guest experience through meticulous attention to service quality. His insights offer a look into the mechanisms of maintaining and improving standards in a competitive landscape.
Can you tell us about your professional journey and how you came to your current role as Vice President of Quality Assurance at Absolute Hotel Services?
Before assuming the role of Vice President of Quality Assurance at Absolute Hotel Services, I joined the company a decade ago as the Group Director of Food and Beverage. Initially, my responsibilities involved streamlining F&B brand standards and developing concepts and designs. The inception of F&B’s annual property audits marked the beginning of today’s quality assurance audits.
As I advanced in my role, I began taking on additional responsibilities and expanding my involvement in other departments such as Front Office, Housekeeping, and Engineering. As the company continued to grow, there was a need to improve and standardise operations in these areas, which resulted in the creation of the Quality Assurance team division.
Before joining AHS, I served as the Director of F&B at a 5-star hotel in Bangkok. I began there as Chef de Cuisine in 2004, swiftly advancing to Executive Sous Chef in 2007 and subsequently being appointed Executive Chef in 2008.
My culinary journey commenced in 1994, featuring over six years at Germany’s Michelin-starred “Alde Gott” and the Three Michelin-starred restaurant Schwarzwaldstube at Traube Tonbach under Head Chef Harald Wolfahrt. He expanded his global experience in Florida, USA, and further refined his skills in Australia at Park Hyatt Sydney.
Together with our Senior VP Operation Frank Clovyn, we created quality guideline manuals for Front Office, Food and Beverage, and Housekeeping, outlining straightforward service sequences, communication phrases for guests, and even instructional videos for Housekeeping on guest room servicing.
We use Mystery Shopper reports, Action Plans, and QA audits to improve our service. Results are integrated into 15-minute training programs for each property. Departments submit daily training topics from Quality Guidelines manuals to focus on current priorities and address overlooked areas in past audits. These tools help us consistently improve our operations.
Employee recognition programs can increase motivation and performance. Examples include Employee of the Month, Leader of the Quarter, and Guest Satisfaction awards based on GSS.
With the online feedback and reviews from various channels, how do you determine what aspects to prioritise and monitor to improve the guest experience?
The objective is to enhance the Reputation Management System’s effectiveness and communication; we’ve mandated that each property designate a Reputation Management System Champion, preferably the Front Office Manager or a senior Guest Service Manager.
This individual will drive the achievement of predetermined Key Performance Indicators (KPIs).
Once the Reputation Management System Champion is appointed, their details are shared with the QA team, initiating direct communication with the General Manager. The property leader remains fully responsible for the implementation and results of the Reputation Management System.
The property leaders’ and the champions’ responsibilities include ensuring all heads of departments have Reputation Management System platform access, automating the distribution of reports, and conducting daily reviews of KPI scores. Action plans will be developed for any KPI deviations, and regular Reputation Management System meetings, with detailed minutes and action requirements, will be scheduled to discuss scores and progress. Tracking negative guest comments using the “Create Cases” function is also essential.
Can you provide insight into your day-to-day responsibilities in maintaining quality across the hotel group? How do you collaborate with local General Managers and departments to achieve quality standards?
Via the yearly QA audit and corresponding action plan, we’ve devised a straightforward roadmap for property leaders, outlining key focus areas to ensure they don’t lose sight of crucial priorities. This audit aims to attain and uphold a high-quality standard across all our properties, aligning with brand and company standards across various departments.
Moreover, we release a quarterly Quality Assurance Newsletter where we centre on and distribute insights into various topics, including Best Practices, reminders regarding Brand Standards, and refreshers on Safety and Security, among other ever-changing and relevant subjects.
What key challenges and opportunities does the hospitality industry face regarding service quality and guest satisfaction, especially globally?
The ongoing global labour shortage remains a significant challenge, prompting us to adapt our operations by integrating technologies intelligently. For example, we recently introduced an in-house communication application for guests and employees. This innovation presents new opportunities to revolutionise our guest communication, marking a genuine “Game Changer” for us. It diminishes communication barriers that some guests might encounter and significantly enhances time efficiency.
Our team can now focus on real-time guest requests through the application, eliminating the risk of forgotten requests. Additionally, it facilitates upselling of daily promotions and services, revolutionising our approach to F&B promotions for in-house guests. We plan to elevate this strategy to another level in the coming year by streamlining and tracking these promotions across all our hotels collaborating closely with F&B partners and vendors. Exciting times lie ahead for us.
As someone with extensive experience in the hotel industry, what advice or best practices would you offer to fellow hoteliers seeking to improve service quality in their establishments continuously?
The journey towards exceptional service quality is both dynamic and multifaceted. At Absolute Hotel Services, we’ve embarked on what we call the Quality Assurance Path, which is divided into four strategic areas of focus. This approach is designed to ensure that our service quality not only meets but exceeds the evolving expectations of our guests.
Refreshing
Brand Evolution – The hospitality landscape is continuously evolving, and so should our brands. It’s crucial to assess and ensure our brand standards remain relevant and resonant with today’s guests. We aim to transcend traditional hospitality norms by innovating and breaking through the mundane. For instance, reimagining the guest workout experience not just as a gym visit but as an in-room or private villa activity offers a personalised touch that distinguishes our services.
Innovative Hospitality – We strive to be pioneers, not just followers of trends. We aim to introduce offerings currently absent in the market, setting new benchmarks for the industry.
Seamless Modernization – Technology integration should not detract from our service culture but enhance it. Adopting advanced tech tools facilitates a seamless guest experience that marries convenience with our hallmark hospitality.
Spatial Awareness – Designing inclusive and exclusive spaces ensures guests enjoy a unique and memorable stay. This involves thoughtful spatial planning in new properties and creative reimagining of existing spaces to add those distinctive touches.
Growth in Guest Loyalty – Ultimately, we aim for guests to become our most vocal advocates. Achieving this means consistently delivering experiences that encourage guests to return time and again.
Relearning
Looking back is as important as looking forward. It’s about revisiting the core of what our brands stand for and identifying areas for improvement or refreshment.
Back to Basics – In a fast-paced world, the basics of hospitality remain our foundation. We’re focusing on developing current and engaging video content that appeals to our younger employees, covering everything from recipes to engineering, front office operations, and housekeeping.
Visual Training – Learning should be engaging and accessible. Our approach includes fun and straightforward instructional videos that make training more effective and enjoyable.
Core Menus – Our culinary offerings are central to the guest experience. By focusing on core menus and the power of visual presentation, we aim to highlight our most popular and loved dishes, ensuring that we’re always serving what our guests truly enjoy.
This comprehensive approach to quality assurance—spanning refreshing our brand standards, embracing innovation, modernising seamlessly, enhancing spatial design, fostering guest loyalty, and relearning the basics—guides our continuous effort to elevate service quality across all Absolute Hotel Services properties.
Key Takeaways:
Comprehensive Quality Assurance Initiatives: Developing quality guideline manuals and integrating QA audit action plans are necessary to maintain high service standards.
Employee Recognition and Incentives: Implementing employee awards and incentives significantly enhances service quality and employee motivation.
Strategic Use of the Reputation Management System: Designating a Reputation Management System Champion at each property ensures focused attention on guest feedback and service improvement.
Innovative Use of Technology: The introduction of an in-house communication application represents a strategic move to enhance guest satisfaction and operational efficiency.
Continuous Improvement and Adaptation: Facing challenges such as the global labour shortage with innovative solutions and a commitment to quality is key to staying ahead in the hospitality industry.
Conclusion
Martin’s insights into the strategies and philosophies at Absolute Hotel Services highlight the importance of a multifaceted approach to quality assurance in hospitality. Through a combination of employee engagement, technological innovation, and a relentless focus on guest feedback, AHS exemplifies how to navigate the complexities of the modern hospitality landscape. Faist’s journey and leadership offer valuable lessons for hoteliers worldwide, emphasising that the path to excellence is a continuous journey of adaptation and commitment.
Absolute Hotel Services utilises Shiji ReviewPro for guest feedback management.