We compose and analyze the questionnaire of the guest. Survey of the quality of service in a hotel Closed-ended questionnaires for hotel visitors

To confirm the second and test the third hypothesis (the most significant HRM practice, in which cross-cultural factors should be taken into account, for hotel employees who have direct contact with guests, is staff training (and, above all, conducting cross-cultural training)) it is necessary to go to the results of a survey of hotel employees.

When conducting semi-formalized interviews (which can be considered only pilot ones), it was not possible to get acquainted with the opinion of all hotel employees who have direct contact with foreign guests. As a result of the survey, it was possible to interview 89 employees, including 70 of those who have direct contact with guests, which is 78% of all respondents. The composition of the interviewed respondents is presented in Table 4.

Table 4. Department

Of course, when assessing the representativeness of the sample, it is important to take into account the length of service of a hotel employee. In this case, the opinion of those who have been working in the hotel for more than a year and those who started working less than a month ago was taken into account. Such an approach in identifying respondents makes it possible to take into account the opinions of those employees who have been working at Novotel for a relatively long time and those who are still adapting to working in a hotel. As can be seen in Figure 1, most of the respondents have been working in a hotel for more than a year. Consequently, the majority of respondents can already objectively assess the HRM practices (adaptation, training, stimulation, etc. of staff) of the hotel.

Figure 1. The period of work in the hotel

Among all those surveyed, management positions are occupied by 4% of respondents, which also accounts for 67% of the total number of managers in the Novotel Moscow Center hotel (Figure 2). Therefore, in this case, the opinion of the majority of hotel managers was taken into account and the sample of the study is representative.

As already mentioned in the results of the semi-formalized interviews, when conducting an interview for HR specialists, knowledge of a foreign language is not the main selection criterion. Let's check at what level the respondents speak foreign languages ​​(Figure 2).

Figure 2. Proficiency in foreign languages

As seen in Figure 3, 30% of the respondents are fluent in English. 24% speak English at a conversational level (understand and speak well), 9% can explain themselves. The rest speak other foreign languages.

Reception staff are the ones most likely to interact with guests. It is interesting to find out at what level, for example, department administrators speak English? Of the 14 receptionists who responded, only 63% (5 people) are fluent in English, 28% (4 people) understand and speak well, and 1 person answered that they could explain themselves in English. I would like to note that in the job description of the Administrator of the Reception and Accommodation Department, fluency in English is a mandatory criterion. However, only 63% of administrators are fluent in English.

Since Accor is a French hotel chain, it is interesting how many of the receptionists speak French. It turned out that 2 administrators understand and speak French well, and 1 administrator can explain himself. 1 receptionist understands and speaks German well, and 1 receptionist can explain himself in German.

The survey also revealed that the majority of respondents most often interact with guests from France (14%), Spain (13%) and the United States (11%) (Figure 3).

Figure 3. Frequent guests

At the same time, most often difficulties arise with guests from India (21%), China (17%), Spain (15%) and France (12%) (Figure 5). This confirms the need for hotel staff to speak not only English.

Figure 4. Difficulties with guests

It is interesting to consider the question of what kind of difficulties hotel employees face when interacting with foreign guests (Figure 5).

Figure 5. Difficulties when working with foreigners

Despite the fact that the majority of respondents identified India as the country with which representatives most often have difficulties, the results of the answers on the next question diverge from the previous ones. As a result, it turned out that 30% of respondents are faced with the fact that the guest can only speak their native language (not English), which the employee does not speak (for example, Spaniards). 20% of respondents answered that it is difficult for them to understand the English language of a guest from non-English speaking countries due to the presence of a specific (national) accent (for example, Japanese).

It is also interesting to study the question, with which categories of foreign guests most often there are difficulties - group or individual tourists? 42% of administrators most often have difficulties with groups of tourists, 29% of administrators have difficulties with both groups and individual tourists. The remaining 29% of administrators noted that problems arise both with groups and with individual tourists. Therefore, it makes sense to pay attention to the service system for group tourists. You should find out what kind of problems arise with groups of foreign tourists: a language barrier or any cultural features that are difficult to take into account without having certain skills. The continuation of the study of this problem can be the identification of difficulties with each of the groups: what difficulties most often arise with groups of tourists from Spain, China, etc. Why India is a country with representatives of which problems most often arise, etc.

As has already been identified, the language barrier is one of the main difficulties in serving foreign guests. Thanks to the survey, it was possible to find out which languages ​​are most often needed when working with foreign guests, as well as which foreign languages ​​employees would like to learn additionally for more successful work with foreign guests (Figure 6).

Figure 6. Languages ​​required for work

As can be seen in Figure 7, the following languages ​​are most often needed to carry out the work: English (48% of respondents), French (22% of respondents) and Spanish (20%). This is because English, as mentioned earlier, is the international language of the hospitality industry. Since the Novotel is owned by a French hotel chain, it is reasonable to assume that most often guests come to the hotel from France. It is for this reason that French is the second most used language in the workplace after English. At the same time, in addition, for more successful work, respondents are ready to learn Spanish (30%), French (23%) and Italian (15%) (Table 5).

Table 5. Knowledge of different languages ​​for more successful work

It is important to note that the majority of respondents consider it important to take into account their national characteristics when serving foreign guests (45%). Moreover, 43% of respondents are interested in culture, religious traditions, national cuisine and other features of foreign guests (Figure 7).

Figure 7. Attitude of employees towards taking into account the cultural characteristics of guests

Thus, these results once again confirm the relevance of studying the problem of the influence of cross-cultural factors on HRM standards and practices in a hotel. Employees are aware that it is important to take into account cross-cultural factors when servicing, moreover, they are interested in this. The conclusion about the need to take into account these factors and introduce them into HRM standards and practices allows us to draw the following results. (Figure 8):

Figure 8. The influence of acquired knowledge about the culture of guests on the quality of service

Of those who answered this question in the negative, 11 respondents (12% of all respondents) are those who have direct contact with guests, and 5 (6% of all respondents) interact more often with intermediaries (travel agencies, company representatives) (Table 6).

Table 6. Distribution of posts

Thanks to the survey results Hypothesis No. 1 is confirmed once again about the fact that cross-cultural factors influence the content of HRM practices, but are not declared in the hotel standards. For example, to the question of whether, when applying for a job at a hotel, a question was asked about the knowledge of cultural traditions and national characteristics of people from different countries, 89% of respondents answered negatively (Figure 9)

Figure 9. Cross-cultural component at the selection stage

3% (3 respondents) answered positively. Among them: 1 bartender, 1 visa support agent and business center assistant secretary. To clarify, the business center is a department that interacts with the corporate segment of the sales and marketing department, deals with the supply of equipment for conferences and various trainings; Often referents also provide assistance to the guests themselves: printing and scanning documents.

As it turned out, employees are ready for changes in service practices, because they believe that they can do their job better, having knowledge of the traditions and national characteristics of guests from different countries. Let's check whether they are ready for changes in service without making changes to the incentive system, or are employees ready to take into account cross-cultural factors only if they are additionally stimulated? To clarify this, the respondents were asked the following question: “Do you think that employees who speak several foreign languages ​​or have knowledge of the cultural characteristics of guests from different countries should receive additional remuneration?” (Figure 10).

Figure 10. Reward for additional knowledge

• 58% of respondents believe that employees should receive additional remuneration if they speak several foreign languages ​​or have knowledge of the cultural characteristics of guests. In my opinion, this is due to the fact that such workers use the languages ​​they speak, the cultural characteristics of the guests, which increases their satisfaction. However, the remaining respondents do not believe that the knowledge and application of this knowledge about the cultural characteristics of guests should be encouraged in any way. In other words, if employees are ready to take into account cross-cultural factors in their work, then they are ready to do it without additional remuneration. Or maybe it’s just these workers who speak a foreign language worse? Therefore, such a reaction to payment to those who own it better.
• 70% of respondents are interested in culture, religious traditions and other features of foreign guests. Hotel employees receive information about such features from the stories of colleagues, acquaintances, friends (25%), as well as independently studying Internet resources (27%) (Figure 11).

Figure 11. Sources of information on different crops

More than half of the respondents believe that the personnel department should help hotel employees in obtaining information about the culture, national traditions and other features of guests from different countries. The remaining half believe that such knowledge comes with work experience, or direct managers of departments should help in obtaining knowledge. (Figure 12).

Figure 12. Helping HR to gain knowledge about guest cultures

After analyzing most of the results, we should proceed to test the third hypothesis. As it turned out, the most significant HRM practice, which should take into account cross-cultural factors for employees who have direct contact with guests, is an introductory training to study the traditions, cultural characteristics of those nationalities of guests who most often come to the hotel (34%) (Figure thirteen).

Figure 13. Top priority practices for employees

Moreover, the most priority form of conducting introductory training is “group training” (handout + role-playing games) conducted by a hotel HR specialist outside working hours (33% of respondents) (Figure 14).

Figure 14. Priority form of training for employees

Thus, it can be concluded that hypothesis number 3 that the most significant HRM practice, which should take into account cross-cultural factors, for hotel employees who have direct contact with guests, is staff training (and, above all, conducting cross-cultural trainings), confirmed.

Thus, as a result of the study, the goal of the work was achieved by solving the tasks set. In other words, the influence of cross-cultural factors on the content of HRM standards and practices in the Novotel Moscow Center hotel was revealed. The relevance of studying this problem in the hotel - the object of study was confirmed by studying the content of Novotel standards, conducting semi-formalized interviews with various categories of hotel workers, and also, thanks to the results of a survey of hotel workers. 3 hypotheses were put forward, 2 of which were confirmed. The second hypothesis was partially confirmed, which is of additional interest for its more in-depth verification.

Since the results of this study may have practical application, it seems appropriate to develop recommendations for changing the content of the standards and practices of the HRM system in the hotel.

Corporate culture of the hotel enterprise. SWOT-analysis Test results Corporate culture Price list for rooms Introduction Undergraduate practice is an essential part of the educational process in the preparation of specialists. Corporate culture of a hotel enterprise The term corporate culture appeared in the 19th century. Currently in...

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Hotels or similar establishments usually require registration, which includes verifying guests' personal information and providing a signature. For this procedure, a questionnaire is drawn up for a person who has arrived at the hotel. The template document has a standard form, an example to fill out is given below.

Regulatory rules

Guests are required by law to sign a register (or registration card). They also provided identification documents, such as a passport or driver's license, which the hotel can copy and keep in their records.

All guests in the room are registered. If a family moves in, only one person is entered in the register. Sometimes a questionnaire of a person arriving at a hotel may be required in order to provide a document to a government body, such as members of the police. Additionally, it can be filled.

Identity verification

Employees are required to politely ask:

1. First name, last name and patronymic of the guest first, politely asking the guest's name.
2. Photo ID, such as a driver's license or valid ID from a well-known organization where the guest works.
3. If guests are from another country, the staff asks them to present their passport. The employee is authorized to politely ask any confidential questions.
4. Copies of the passport or identity card are made to verify the occupant and prepare the guest database.

Create an entry

When guests arrive at the hotel, the front desk staff will give them a check-in form to complete the information. In the case of a VIP, the staff enters the information on the card and receives his signature.

Employees then create a guest registration record, sign the names, attach true copies of the passport or other identification, and write to the guest history file. The record is created as a registration in the software system.

Late check-in

Check-in time varies depending on the rules and regulations of the establishment. Late check-in can be arranged through the hotel while guests make reservations in advance and arrange all necessary details. Hotels usually list a time after which they expect arrivals to check in.

If the entrant wants to book a hotel room before the check-in time, some establishments charge an extra day or treat it as the previous day's stay. However, most hotels allow a response time (usually 30-60 minutes) at the guest's request without any additional charges if they want to pick up the room before check-in.

Some hotels also have a late check-in time, often between 18:00 and 20:00. After which they can give the room to someone else if the room is not paid in advance or the guest does not call to indicate the time of arrival. Often establishments have a deadline for registering because the reception can close for the night. For the most cost-effective use of rooms in a hotel room, the guest should try to arrive approximately at the check-in time of the hotel, leave or rent the room at the check-out time of the hotel. But this may not always be practical, because the arrival and departure times for flights or car trips may not coincide with the hotel's check-in and check-out times and for other reasons.

Establishing a payment method

You can pay in advance or at the time of check out. Those who paid in advance are whitelisted.

There are various payment methods, of which the mode that the guest prefers is recorded at the time of check-in:

• Cash (including money transfer).
• valid credit/debit card).
• Direct payment.
• Special payment such as gift card and voucher.

You must select one of the payment options during registration.

The property may require guests to provide a credit card guarantee to cover possible charges such as room service or express check-out at the end of the stay.

Purpose of housing

After the questionnaire of the person who arrived at the hotel is filled out and the registration stage is completed, the staff will provide the key to the room.

Introduction to positive attributes:

• a bell to pick up guest luggage;
• issuance of key numbers or access codes.

It is common practice not to say anything about the room number or computerized key out loud when giving it to the guest. An employee of the establishment helps the guest with luggage, explains the features of the accommodation.

Handling Special Requests

If the occupant is not satisfied with the conditions of accommodation for any reason, the employee can report this to the front desk staff. In addition, if the guest has special requirements, such as providing a disposable shaving kit, the front office staff is required to respond to the request in a timely manner.

hospitality knowledge

Since the hospitality industry service is a complex of services of different content and purpose, its quality assessment should be comprehensive, including the quality indicators of each individual service, each of which is evaluated by a complex quality indicator containing single indicators of the constituent parts of this service.

A questionnaire is a questionnaire for obtaining some information about who fills it out. The hotel "Slavyanskaya" uses a guest questionnaire used to assess the quality of service and the level of services of various hotel services. The purpose of this project is to develop a questionnaire in which hotel employees themselves will be able to assess their knowledge in the field of hospitality.

The hotel "Slavyanskaya" periodically conducts short-term courses and trainings to improve professional skills in the field of hospitality, at the end of which it is planned to fill out a questionnaire. The questionnaire is developed on the basis of the Rules for working with clients approved by the organization, as well as the requirements for hotel employees.

The questionnaire should consist of separate sections describing certain groups of information (general information - full name, contacts, etc., documents being processed, reports used, programs, etc.). To fill it out, you need to prepare instructions. Before the start of the survey, it is necessary to conduct a briefing in the format of a working group training or a mini-seminar. Thus, the development of the questionnaire consists of three stages:

Development of a questionnaire template. Development of instructions for filling.

1. Determine the purpose and objectives of the survey.

   Formulation of instructions for filling out the questionnaire.

   Development of questionnaire questions.

Conducting training for the working group.

Conducting surveys, processing questionnaires, conducting clarifying surveys.

Let's start by developing a questionnaire template. For each task, criteria are selected that allow evaluating the results obtained during the survey, that is, an indicator is constructed. This also determines the range of information that needs to be obtained. The more clearly defined the objectives of the survey, the easier it is to accurately formulate the questions of the questionnaire.

Questionnaire tasks:

Determine the overall picture of the readiness of employees to work in the hospitality industry;

Identify employees who need to undergo repeated or additional training;

Assess the level of hospitality in the hotel;

Identify and analyze problem areas in the operation of the hotel.

We proceed to the development of instructions for filling out the questionnaire, which helps students quickly understand the proposed task. It should not take up much space and usually consists of 1-2 sentences. In our questionnaire, it has the following form.

Instructions for filling out the questionnaire:

For each item, a detailed answer must be given.

Then we move on to developing the questions of the questionnaire. Questionnaire questions should summarize the employee's knowledge of the training in the field of hospitality. Questions can be divided into several blocks:

- block "awareness". It may include questions like: “Do you know…..?”, “From what sources did you learn about…?”

- block "relationship". Includes questions like: "How do you feel about ...?", "What positive changes can you note ....?", "How satisfied are you with ...?"

- block "offers". Includes questions like: "What problems, in your opinion, require a priority solution?", "Your suggestions for improvement ...", etc.

The questionnaire uses open-ended questions, that is, requiring detailed answers. Such questions are necessary to get a complete, meaningful answer that reflects the person's own knowledge and feelings. They often begin with the words: “What? Why? When? Who?" Sometimes some have an incentive form: "tell us about ...", "describe ...". Questions of this type allow the respondent to speak freely.

The application form (Appendix No. 1) is approved by the General Director of the hotel and put into use.

As a result of processing the questionnaires, information about the level of hospitality knowledge should be obtained: low (up to 70 points), medium (70-150), high (over 150 points). For each answer, you can get a maximum of 10 points, while taking into account both the correctness of the answer and the literacy of writing the answer, its detail.

The advantages of a survey are:

It passes quickly without much cost and effort on the part of the organizer;

The interviewer does not need to have additional knowledge and skills;

Data collection and processing can also be carried out using a computer.

Thus, on the basis of theoretical knowledge about hospitality, a questionnaire was developed. A questionnaire is a questionnaire for obtaining some information about who fills it out.

CONCLUSION

Hospitality is the readiness to receive guests with sincere joy, no matter who they are and no matter what time they come. This is the generosity of the human soul; a combination of nobility, generosity and respect for people. Russian, as well as Siberian hospitality has been known throughout the world since ancient times. In the modern hotel industry, hospitality traditions continue and are supported in every possible way.

Training of hotel staff is one of the main directions of the company's management activities. Staff training opens up huge prospects for the development of hotels. The process of personnel training is a systematic systematic work of the company. Forms of training can be: seminars, trainings, lectures, business games. The choice of one or another method of personnel training depends on the characteristics of the organization.

The rapid development of the hospitality industry in Russia, the development of new technologies and means of communication makes it necessary to ensure the quality of professional training of employees. An employee of the hospitality industry must have certain competencies that allow him to effectively organize customer service. This is due primarily to the objective needs of society and the economy, the objectives of the country's development.

Hotel "Slavyanskaya" is the first hotel of the European level in the region, which is located in the very center of the former capital of the Siberian province - the city of Tobolsk. In order to maintain its high level, the hotel pays great attention to the hotel staff. Employee training programs have been approved. Conducted trainings, seminars. Intracorporate training of new employees is widely used. To assess the general level of knowledge of employees, the hotel "Slavyanskaya" developed and implemented a questionnaire to determine the level of knowledge in hospitality. A questionnaire is a questionnaire for obtaining some information about who fills it out. The purpose of the questionnaire developed at the hotel is to determine the level of knowledge of hospitality among hotel employees.

During the work, the following tasks were performed:

The traditions of Russian hospitality are considered;

The features of hotel staff training are revealed;

The effectiveness of personnel training methods was studied;

The general characteristics of the hotel "Slavyanskaya" are given;

The requirements for the staff of the hotel "Slavyanskaya" were studied;

A questionnaire has been developed that determines the level of knowledge of hospitality.

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Application No. 1

FULL NAME. employee ___________________________________________

Position ________________________________________________

Completion date "__" _____________ 201_ year

The questionnaire was developed to determine the level of knowledge of hospitality among hotel employees.For each item, you must givedetailed response , which includes all the phrases that you say in a particular situation.

Questionnaire

Before the questionnaire was designed and written, the studies and the method to be used were identified. The questionnaire included only those questions that will help in achieving the goal. In compiling the questionnaire, the principle was used that the questionnaires, with the help of which the respondents are "examined", take up their time. Accordingly, the shorter the time of the survey and the more clearly the questions are formulated, the more likely it is to count on the cooperation of the respondents. The only way to ask concise questions is to know in advance what exactly you need to find out with each of them.

The questionnaire used structured, closed questions. Closed questions are more convenient to ask and answer faster because they do not require the respondent to think for a long time. Such questions, as a rule, provide for the similarity of answers such as "very satisfied", "satisfied", "not satisfied", "completely dissatisfied". Response options such as "difficult to say" or "don't know" should be handled with great care, as respondents are more likely to resort to them instead of thinking and analyzing their opinion.

The questions were designed to be accessible and specific. The questionnaire did not use technical and jargon terms that are not always clear to the respondents.

No preconceived questions were formulated in the questionnaire. After all, the main task is to find out the real opinion of people and how exactly they relate to the existing service, how they learned about the hotel, what the guests lack.

The questionnaire has been tested. The developed questionnaire was shown to colleagues to identify possible errors.

As a "trial" questionnaire, a "Guest Questionnaire" was compiled and proposed to identify internal errors in the hotel's work and obtain information about the client's opinion. The questionnaire was issued to guests at the Reception. The questionnaire included a block of questions about the frequency of visiting hotels in the city of Yekaterinburg, to identify the need for a hotel for city guests and the frequency of visiting the Hotel de Paris, to identify the degree of commitment of guests to this particular hotel. Also included were blocks about the degree of satisfaction with the services and sources of information about our hotel. These blocks were introduced to establish two-way communication and identify the needs of the guests. The results of the study were indicators of the favorable impression of visitors about the hotel, both regular customers and those who visited it for the first time.

In order to study clients and potential clients and identify the need for any changes in the provision of services of the hotel "de Paris", a survey was conducted of 40 people - hotel clients. The age of the respondents varies from 25 to 55 years, the majority (32 people) are aged 35 to 45 years. The survey was conducted anonymously, while the respondents were informed of the purpose of the research. The questionnaire is a questionnaire of 9 questions (Appendix 2).

The results are as follows:

Frequency of visiting hotels in Yekaterinburg:

1-2 times a year - 24 people

Once a quarter - 8 people

1-2 times a month -6 people

Own option - 2 people

Frequency of visits to hotels in the city of Yekaterinburg

According to the results of the diagram, it can be concluded that in the city of Yekaterinburg there is an urgent need for the provision of hotel services. 60% of city guests visit hotels in Yekaterinburg 1-2 times a year, 20% of respondents - once a quarter, 15% - 1-2 times a year and 5% more often.

Frequency of visiting the Hotel de Paris:

First time - 10 people

Sometimes - 4 people

Often - 11 people

Always - 15 people

Frequency of visits to the hotel "de Paris"

It follows from the diagram that 25% of the guests of the city visited the Hotel de Paris for the first time, 10% of visitors stay at the Hotel de Paris sometimes, 27.5% of the guests often visit the Hotel de Paris and 37.5% always prefer this hotel. From the data presented, it can be concluded that the degree of loyalty of city guests to the hotel "de Paris" is at a high level, but nevertheless, there is a need to develop recommendations to maintain the existing reputation of the institution and attract new customers.

Evaluation on a 5-point scale for the work of hotel administrators:

10 people

20 people

3 - 0 people

4 - 7 people

5 - 33 people

Assessment of the quality of the service provided on a 5-point scale:

Housekeeping:

4 - 12 people

5 - 28 people

Breakfast service:

4 - 3 persons

5 - 37 people

Estimated level of hotel compliance with standards:

1 star - 0 people

2 stars - 4 persons

3 stars - 32 persons

4 stars - 3 persons

5 stars - 1 person

From what sources did you hear about our hotel:

Internet - 23 people

Sources of information about the Hotel de Paris

Based on the diagram presented, it can be concluded that it is necessary to create your own website page, due to the fact that 57.5% of respondents learn about the hotel through the Internet, while only 22.5% through advertising in print media and 20% by recommendation.

Gender of respondents:

male - 26

female - 14

Average age of respondents:

men - 38 - 40 years

women - 27 - 35 years

Studying the received answers, it can be argued that the level of service in the hotel is at a high level. According to the results of the survey, it can be concluded that a large number of guests learn about the hotel through the Internet, as a result of which there is an urgent need to create their own hotel website as a new PR-promotion technology.