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