Critical Reflection on Module Learning and Presentation Showcase

Over the course of 13 weeks, the Career & Professional Development (CPD) module has equipped me with critical communication skills that I can apply in my future career. On top of developing a clearer sense of self and personal brand, I have also acquired knowledge on interpersonal, verbal and non-verbal communication and gained a better understanding on conflict management and problem solving within the workplace.  

Amongst all, my greatest take-away from this module would be the ability to better recognise non-verbal communications. I realised the importance of non-verbal cues and how it speaks the loudest in our daily communication. Therefore, by having knowledge of these cues, it will allow me to improve my interaction with others. 

Additionally, I feel that the weekly CPD classes have also played a part in building my confidence to speak in front of a large crowd. This can be seen from the presentation showcase where I tried to overcome my weakness by remaining calm while presenting clearly and confidently. Unfortunately, I stuttered for quite a bit and was still unable to maintain proper eye contact with the audience as I was afraid that it may get too overwhelming and affect my confidence. 

While my team did not win the showcase, it was a great experience and I am truly thankful and honoured to be given this exceptional opportunity. Additionally, I feel that all the other teams did a very good job for their presentation and they were able to articulate and enunciate their voices clearly while maintaining eye contact with the audience.

Overall, CPD has been a fruitful one and has definitely helped me become a better communicator. Also, I would like to thank Ms. Shirley for her guidance through the last 13 weeks and her efforts in making the class more engaging and fun. 

(300 Words)

Service Excellence Project: Case Study Synopsis

Title: Enhancing the Service Provided to People With Disability during the C/I Process

1.0 Introduction

While someone who is physically capable may find wheeling two suitcases cumbersome, imagine how a person with mobility impairment would feel when wheeling himself and his suitcases up a hotel lobby. Due tothe rise in travel by People With Disabilities (PWD), this report aims to improve the Front Office (FO) service provided to PWDs in the hotel industry (Open Door Organisation, 2015).

1.1 Workplace Context

Withthe year-on-year increase in international tourist arrivals (United Nation World Tourism Organisation (UNWTO), 2018), PWDs make up a portion of the travel market. However, there remains many impediments and barriers of all kinds that may hinder their access to tourism services. This is supported by Darcy and Pegg (2011) who mentioned that in cases where PWDs cannot find a suitable accommodation to meet their access needs, they would change their destination choice or simply not travel. 

The World Bank (2018) estimated that 15 percent of the world’s population experience some form of disability while UNWTO (2018) reported that in the upcoming years, disability would be an even greater concern due to ageing population. Even with the potential rise in PWDs, past researches have identified that the needs of PWD are not being met to the same magnitude as compared to the people without disabilities (e.g. Darcy, 2002; Tutuncu, 2017). Furthermore, Groschl (2007) concluded that the PWD market is often overlooked as an essential component of hotel operations. Thus, by honing employees with the knowledge to perform empathetic service, FO employees will be able to align their practices and services to the needs of PWDs.

1.2 Thematic Focus

As customer service is vital in the hotel industry, this report will focus on the check-in process and the services provided for people with mobility disability at the front desk. 

2.0 Problem Identification

Being the first touchpoint in a hotel establishment, it is crucial for FO employees to create a lasting and positive impression for guests. However, it was observed that current practices and behaviours exuded by FO employees did not meet the needs of PWDs. This was suggested by Darcy and Pegg (2011) who mentioned that employees may be unsure on how to interact with PWDs due to the lack of experience in assisting them. These may come in the form of wrong terminologies used and insensitive actions of the employees. 

Figure 1: Transactional Model of Communication

Additionally, this problem can be identified as a gap in the transactional model of communication where messages are encoded and decoded differently by the FO employees and PWDs. With reference to Figure 1, the “noise” depicted may come in the form of poor observation and listening skills. Ultimately, this may result in communication breakdown and poor service delivery.

Moreover, facilities used in the lobby such as high front desk counters are not specifically catered to PWDs (Tutuncu, 2017). As such, they may feel less valued during the check-in process.

3.0 Purpose of the study

The purpose of the study is to allow the Director of Rooms (DOR) to better understand the difficulties faced by PWDs. This will allow the DOR to implement changes and provide training for FO employees to improve on their service delivery standards.

4.0 Proposed Solutions

4.1 Training Programme

In order to resolve the problems identified as per aforementioned, a training programme will be developed to cover the aspects of service deliveries within various hotel departments. It will also be incorporated into the existing set of SOPs to ensure that FO employees are well-versed in assisting PWDs in a sensitive and proactive manner. Lasting over a period of four weeks, the L.O.V.E. model will be adopted to inculcate service excellence. The focal point for the first series is the FO function.

Firstly, “L” and “O” refer to “Listen” and “Observe”. FO employees must actively listen to the needs of PWDs and provide them with the required service. Additionally, they should also observe PWDs’ nonverbal cues to determine if they require additional assistance. These includes facial expression, body language, and tone of voice.

Secondly, “V” refers to “Value”. This aspect highlights the importance of FO employees providing priority service for PWDs when required. Furthermore, the choice of words used when conveying messages are extremely important; this may be identified as using the right terminologies such as “People with Disability” instead of “disabled” or “crippled”. In doing so, the check-in experience of PWDs will be enhanced.

Lastly, “E” refers to “Empathise”. Inaccurate nonverbal cues may come off as rude and insensitive to PWDs. Therefore, FO employees should be empathetic and understanding towards the challenges faced by PWDs. This will encourage them to go the extra mile in offering comfort. Hence, by practicing L.O.V.E. in all situations, the FO employees will be able to provide PWDs with an excellent and pleasant check-in experience.

4.2 Availability of Accessible Facilities

Besides the service provided by the employees, the availability of accessible facilities will also determine the satisfaction level of PWDs. As in-depth planning and strategic financial management are required to alter the infrastructure of a building, hotels may wish to incorporate the solution into its long-term development plan. This may include proper design and development of accessible facilities to accommodate to the needs of PWDs, thus enhancing their overall experience.

5.0 Benefits

Improving service delivery and accessibility for PWDs within hotels will reap numerous benefits. Firstly, creating an inclusive environment will allow them to feel acknowledged and valued. With their needs met, it will create a higher sense of belonging which may encourage them to travel more.

Next, catering to this group of travellers will also create a positive brand image and reputation for hotels. By providing accessible-friendly facilities, hotels will be able to differentiate themselves from their competitors. Apart from being the ideal choice for PWDs, it will also increase their recognition for good practices which may in-turn attract guests who are strong advocators of inclusivity (Kim, Stonesifer & Han, 2012).

Lastly, tapping on this lucrative market will eventually lead to an increase in economic benefits. It was reported by Open Doors Organisation (2015) that the PWDs travel market has a greater impact than ever on the industry. With an increase in PWDs travelling for business or pleasure, the amount of money spent by adults with disability also rose from $13.6 billion in 2002 to $17.3 billion in 2015. Additionally, it suggests that the economic impact of PWD is doubled to $34.6 billion as they would usually travel with one or more adults.

6.0 Data Collection

The data for this report were collected through both primary and secondary sources. Primary data were collected from three team members who have previously encountered similar situations in the FO. Their prior experience have helped to identify the problem faced by PWDs at check-in counters. To gain a deeper understanding, secondary data were collected from credible academic journals and online sources. These sources allowed the team to understand the importance of PWDs, the challenges faced by them and the various methods hotels can adopt to meet their needs.  

7.0 Conclusion

With the potential increase of PWDs, it is imperative for hotels to plan ahead and anticipate the needs of this market. While alterations to the facilities is part of the long-term goal, training programmes can be looked into to improve the hotel’s service deliveries. These training programmes will nurture FO employees to perform proper etiquette and quality service by having the right knowledge, attitude, and behaviour, ultimately improving PWDs’ check-in experience.

8.0 References

Darcy, S. (2002). Marginalised participation: Physical disability, high support needs and tourism. Journal of Hospitality Management, 9(1), 61-72

Darcy, S., & Pegg, S. (2011). Toward Strategic Intent: Perceptions of disability service provision amongst hotel accommodation managers. Journal of Hospitality Management, 30, 468-476.

Gröschl, S., 2007. An exploration of HR policies and practices affecting the integration of persons with disabilities in the hotel industry in major Canadian tourism destinations.International Journal of Hospitality Management, 26(3), 666-686

Kim, W.G., Stonesifer, H.W., & Han, J.S. (2012). Accommodating the needs of disabled hotel guests: Implications for guests and management. Journal of Hospitality Management, 31, 1311-1317.

Open Doors Organisation. (2015, July 31). Cision PR Newswire. Retrieved from Disability Travel Generates $17.3 Billion In Annual Spending: https://www.prnewswire.com/news-releases/disability-travel-generates-173-billion-in-annual-spending-300121930.html

The World Bank. (2019). Disability inclusion. Retrieved from The World Bank: https://www.worldbank.org/en/topic/disability

Tutuncu, O. (2017). Investigating the accessibility factors affecting hotel satisfaction of people with physical disabilities. Journal of Hospitality Management. 65. 29-36

United Nation World Tourism Organisation. (2018, August 27). UNWTO Highlights Confirm Another Record Year in 2017. Retrieved from UNWTO: http://www2.unwto.org/press-release/2018-08-27/unwto-highlights-confirm-another-record-year-2017

Critical Reflection on "Skills on Wheels"

I have chosen the “Building Relationships” and “Management of Conflict” modules for this reflection as they are relatable and applicable to most business establishments. In a workplace context, I believe that it is necessary for people to communicate effectively with their co-workers. Thus, possessing this important skillset will allow them to establish a healthy relationship and create positive ambience in the workplace. Additionally, having the ability to resolve conflicts quickly and effectively will prevent disruption to the workflow. For both modules, I was able to understand the concept of each subtask and performed relatively well.  

Under the “Building Relationships” module, the “Task Level Interaction Approach” is extremely relatable to my past experience as the president of a student leaders club. Looking back, if I had applied the L.E.A.R.N framework during my service, I will be able to complete the assigned tasks more efficiently and build stronger relationships with my team. This collaborative step-by-step approach will help to align the mindset of the involved parties with the ideas and goal of the organisation before seeking for further improvement. 

On the other hand, I feel that the “Emotion Management” segment under the “Management of Conflict” module is extremely useful and would definitely be applicable in our daily lives. In times of conflict, people may act impulsively and unintentionally hurt the other party. Therefore, by adopting the 4Bs framework, they will be able to control their emotions and remain calm by replacing negative irrational thoughts with positive ones. This will refrain them from over-reacting and reduce the use of disrespectful words in their speech. 

In conclusion, this application is very useful and beneficial as it covers numerous topics with various frameworks and detailed explanation. Additionally, its contents are perspicuous and the aid of video simulation made the learning process more interesting and fun. 

(299 words)

[Solution] Descriptive Reflection on an Interpersonal Communication Issue

After receiving feedback for the problem, I have decided to use the concepts behind the Thomas-Kilmann conflict model to resolve this issue.

Firstly, the “accommodating” mode should be adopted to restore the relationship between the guest and the hotel. The hotel should be more understanding as the guest may be looking forward to dining in the restaurant after being told that breakfast was included. Therefore, when being denied of access, it is inevitable that he will be frustrated. As a method to apologise, the guest should be compensated with free breakfast at the restaurant. 

While the Guest Service Officer (GSO) should adhere to the standard operating procedures of changing the code accordingly, I feel that I should also be more meticulous while performing my task. Instead of only paying attention to the code number, I should also venture into the notes or traces section to make sure no important information was being missed out. Additionally, when a disparity was spotted between the standardised code and notes, I should have called the GSO for verification. These extra precautions will allow me to ensure that I am providing the correct information to guests, preventing similar problem from happening again. 

(197 words)

[Problem] Descriptive Reflection on an Interpersonal Communication Issue

An interpersonal communication issue occurred to me during my internship in the telecommunications department of a hotel. One day, I received a call from an in-house guest who wanted to check if breakfast was included in his room package. I followed the standard operating procedures and checked the code number in the system before informing the guest that he could proceed to the restaurant for breakfast.

A few minutes later, the duty manager called the department to find out which officer attended to the call. He mentioned that breakfast was not included and the guest was extremely unhappy with the false information provided.

Reprimanded for my carelessness, I remember feeling very disheartened for the next few days. However, a week later, my supervisor told me that the guest service officer was also responsible for this incident. As he was lazy to change the code in the system, he added a note in the guest’s profile to inform all staff that breakfast was not included. Unfortunately, he forgot to make the note visible and staff will not be alerted unless they clicked into the notes section.

What could have been done to prevent this from happening in the first place?

(199 words)

Formal Introduction

To: Ms. Shirley Mary Alexander

Date: January 24, 2019

From: Sin Jia Yun

Subject: Self-introduction of Sin Jia Yun

Dear Ms. Shirley, 

I would like to use this opportunity to formally introduce myself. My name is Sin Jia Yun, a second-year Hospitality Business undergraduate at Singapore Institute of Technology. I graduated from Singapore Polytechnic with a Diploma in Hotel and Leisure Facilities Management. 

During my diploma studies, I was offered an opportunity to complete my internship as a front office trainee at OUE Limited’s flagship hotel, Mandarin Orchard Singapore. As I have yet to experience the facilities management aspect of my diploma, I decided to take a gap year upon my polytechnic graduation to work with E M Services, a facilities management firm. While I have learned a lot during my short stint with the company, taking a gap year has also ascertained my interest for the hotel industry. Therefore, I applied for this course and successfully secured a slot for the 2017 intake.

My communication strength is my open-mindedness to every individual’s opinion. As I believe that different perspectives will help to form better ideas, I am always keen in listening and understanding from another individual's point of view. This strength of mine allows me to achieve a more honest and productive conversation with everyone. 

My weakness is the lack of confidence when presenting in front of a large crowd. While I am comfortable with initiating small talks with my peers and strangers, I always find myself shivering and stuttering during presentations. 

Being in the service industry, I feel that having the ability to communicate effectively is extremely crucial. Therefore, through this module, I wish to improve my writing and communication skills in order to speak with greater confidence during presentations or in a public setting. 

Thank you for your time and I look forward to your classes. 

Yours sincerely, 

Sin Jia Yun

[Draft] Formal Introduction

To: Ms. Shirley Mary Alexander

Date: January 24, 2019

From: Sin Jia Yun

Subject: Self Introduction

Dear Ms. Shirley, 

I would like to use this opportunity to formally introduce myself. My name is Sin Jia Yun, a second-year Hospitality Business undergraduate at Singapore Institute of Technology. I graduated from Singapore Polytechnic with a Diploma in Hotel and Leisure Facilities Management. 

During my diploma studies, I was offered an opportunity to complete my internship as a front office trainee at OUE Limited’s flagship hotel, Mandarin Orchard Singapore. As I have yet to experience the facilities management aspect of my diploma, I decided to take a gap year after my polytechnic graduation to work with E M Services, a facilities management firm. While I have learned a lot during my short stint with the company, taking a gap year has also ascertained my interest for the hotel industry. Therefore, I applied for this course and successfully secured a slot for the 2017 intake.

My communication strength is my open-mindedness to every individual’s opinion. As I believe that different perspectives will help to form better ideas, I am always keen in listening and understanding from the other person’s point of view. This strength of mine allows me to achieve a more honest and productive conversation with everyone. 

My weakness is the lack of confidence when presenting in front of a large crowd. While I am comfortable with initiating small talks with my peers and strangers, I always find myself shivering and stuttering during presentations. 

Being in the service industry, I feel that having the ability to communicate effectively is extremely crucial. Therefore, through this module, I wish to improve my writing and communication skills in order to speak with greater confidence during presentation or in a public setting. 

Thank you for your time and I look forward to your classes. 

Yours Sincerely, 

Sin Jia Yun