Quality: A Pillar of Customer-Centred Hotel Management Excellence
Albert BarraSeptember 2, 2018 · 2 min read
As I said in a previous article excellence is built on three pillars: quality, the employee and the guest.
Quality, which we will discuss today, is the ultimate goal—the ideal state towards which a business must strive. However, it is worth noting that quality is not a static state, but a dynamic process in constant evolution. This is because there is no single definition of quality, but as many as there are guests. Attempting, therefore, to create a standard of quality that satisfies all my guests equally is a utopia that will most likely lead us to achieve the opposite effect.
It is also important to distinguish between quality, a quality system and a quality seal. A system is a set of standards, rules, actions and decisions that work together harmoniously towards a goal; quality is the goal pursued by the quality system, and the seal is the certification that such quality exists.
The downside of quality seals is that they are like snapshots of a particular moment: one-off assessments that reflect the state of affairs at a given time, but whose weakness lies in failing to capture either the diversity or the evolution that quality must encompass.
Quality systems, for their part, must be dynamic, allowing for change within them and remaining under constant review.
What makes quality real—what gives it existence—is the relationship sustained and nurtured by the employee and the guest. It is in this interaction that quality ceases to be an ideal and must be demonstrated through tangible facts and actions.
In forthcoming articles, we will explore the importance of the employee and the guest.
It is also important to distinguish between quality, a quality system and a quality seal. A system is a set of standards, rules, actions and decisions that work together harmoniously towards a goal; quality is the goal pursued by the quality system, and the seal is the certification that such quality exists.
The downside of quality seals is that they are like snapshots of a particular moment: one-off assessments that reflect the state of affairs at a given time, but whose weakness lies in failing to capture either the diversity or the evolution that quality must encompass.
Quality systems, for their part, must be dynamic, allowing for change within them and remaining under constant review.
What makes quality real—what gives it existence—is the relationship sustained and nurtured by the employee and the guest. It is in this interaction that quality ceases to be an ideal and must be demonstrated through tangible facts and actions.
In forthcoming articles, we will explore the importance of the employee and the guest.