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The portman hotel essay

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EXECUTIVE SUMMARY The Portman Hotel was built with the intent of being a 5 star hotel that provided superior service to its guests. This superior service centered around a business plan that was based on Asian standards of hospitality. The Portman Hotel executives were committed to keeping both their guest and employees happy.

The vision that would separate The Portman from the competition was “ personal valets” (PVs). These PVs were responsible to every need of a guest.

This included everything from cleaning and restocking the rooms, to more ersonalized services like pressing the guest’s clothes, preparing the guest’s drinks, or drawing a guest’s bath. As long the requests from the guests were legal and moral it was the PVs obligation to meet the request. The first year of operations at The Portman was difficult. The hotel had committed to hiring top quality people by utilizing SRI, a recruiting and development firm.

However, there was only a two week orientation and training period for new employees.

The staff was originally designed to be very flat structurally, thereby liminating many levels of hierarchical management and overhead costs. The hotel also did not have a solid plan at the operating (PV) level for all of the day to day functions. Due to the lack of training and no standard operating procedures, many employees were confused and frustrated daily.

Over the course often months the hotel had attempted several different ways to eliminate chaos, confusion, and distrust among the Pv’s.

Toward the end of the year the hotel occupancy began to rapidly increase causing management to rapidly hire more Pv’s. The rapid hiring resulted in compromising on hiring the best personnel for the positions and a further reduced capability to adequately train the new employees. As the Portman Hotel experiences higher than expected occupancy it must find a system to engage the personal valets in order to provide to the hotel guests the level of service required of the Portman Hotel.

While they have struggled in the past, the PVs that remain with the hotel still believe and are committed to the hotel’s mission.

The Portman must use that commitment to engage the new recruits and design a erformance management system that will sustain engaged PVs at the Portman. In order to engage the employees the Portman must be dedicated to a performance management system. This cannot be the “ system of the month” that simply creates hype for a time and then fades away, as they experienced with the 5-Star system.

The hotel must set goals, monitor and evaluate these goals, provide feedback and create a reward and recognition program. (Krasner, 244). With the introduction of the 5-Star Program, the Portman relied on the PVs to participate in the problem solving or the hotel.

The Portman should again rely on the employees with the establishment of a performance management system by using a Management by Objectives system. This type of system would incorporate participation from the employees for decision making, goal setting and objective feedback (Kreitner, 246).

This program should begin witn the strategic plan ot the notel and then set goals tor employees that will align with the hotels organizational objective. These goals should be set using the SMART method (Kreitner, 248).

Once the goals are set, management ust get commitment from the staff that they believe these goals are attainable and that they believe in why they are pursuing these goals. If the Portman uses staff to set these goals, commitment will be easier to obtain, than if they are Just sent down from the top.

And finally their hotel must provide feedback from the measurement of these goals. Feedback has to include both reward and accountability to be successful. To set a clear direction, Scott should implement the team caption concept. With the team captain, the personal valets would have immediate contact ith a supervisor who would have the training and understanding of the Job requirements to provide an appropriate answer that will continue to motivate the employees and keep the customers happy (i.

e. , keep the tips to the employees flowing).

Although the team captain would lead to higher costs and another level in the hierarchy, the communication that could be provided to the personal valets will be invaluable because the increased communication will help alleviate the turnover and lead to a more quality experience for the customers (which in the service ndustry leads to additional stays/word of mouth referrals/increased occupancy rates). The new level in the hierarchy would be crucial in creating a training plan for new and existing personal valets so that the quality standard Portman is committed to have will be fulfilled.

Portman should look at what they want the customers to take away from their stay at the hotel. The Job structure for the personal valet’s should be structured so that the customer experience is the focus.

The happier the customers are with their experience at the hotel, the larger the tips for the mployees will be as well as there would be return business and referrals. Another suggestion for change in the Portman Hotel Company involves the Personal Valet’s (PV) Job tasks. The organizational vision of Portman is superior customer service.

The PVs primary goal is to provide that service by any means necessary.

However, they are also responsible for cleaning duties. From the case: “ Aside from the these butler- like tasks, the PVs also had to clean the rooms, perform minor maintenance, restock the rooms’ mint-bars, paint, clean the hallway and move out the room service tray. ” These duties are time consuming and do not contribute to guest service. They break the results oriented portion of an organization’s SMART goals.

An alternative to this situation is to contract out the housekeeping, cleaning, and laundry functions to an independent firm.

The benefits to this strategy are numerous. First, the removal of the cleaning duties from the PVs Job responsibilities allows for more time to be committed to the ultimate goal of customer service. Second, the cost of hiring a contract firm could be offset by the reduction in the number of required Pv’s, leading o increased salaries for the remaining Pv’s.

Besides, the money saved on PVsalaries, Portman would also be saving money on the extra benefits provided to associates.

These benefits include long-term disability, retirement plans, reimbursements for outside courses, parties, and cafeteria access. A potential problem with this plan could be a decrease in the quality of the cleaning and maintenance tasks. Portman management would need to be diligent in monitoring the quality of service the contracted firm provided. Also, a decrease in the size of the PVstaff could lead to

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