Hospitality industry is a very special kind of services; it has to offer its clients something fresh and new, yet make its services homelike and cozy so that the clients would feel like choosing a particular company every time when they travel to a different state.
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One of the most famous companies in hospitality industry, the Asian affiliate of the Ritz-Carlton Hotel Company, Portman Ritz-Carlton Hotel managed to develop a policy on human resources that has kept it afloat ever since. However, in the light of the recent economical changes, the services in the Portman Ritz-Carlton Hotel could use some innovations.
It is worth mentioning that the key problem concerning the Portman Ritz-Carlton Hotel concerns the interaction between the customers and the employees in the course of the problem analysis. According to the principles that the Portman Ritz-Carlton Hotel is guided by, the basic idea behind the interactions with the customer is that the support strives for not only providing the customer with appropriate services, but also making the communication process as smooth as possible, leaving a good impression.
However, some of the recent complaints concerned the quality of communication, as well as the quality of the provided services. Therefore, the current HRM principles of the Portman Ritz-Carlton Hotel need to be revisited.
Defining the problem, one must mention that the complaints concerning the communication process appear at the stage of the request filing and the maintenance check. Because of the dry manner in which the personnel address the customers’ problems, the latter feel that their requests have not been met fully and have not been taken proper care of.
To solve the problem, it can be suggested that the company should return to the principles, which the Portman Ritz-Carlton Hotel started with. As Cocinis put it, “The important question is: why do you want to join? Whatever they say, the most important notion needs to be ‘I enjoy working with people,’ not just using the phrase ‘I like people’” (Yeung 269).
Therefore, to improve the current services in the Portman Ritz-Carlton Hotel, it is necessary to reconsider the HRM practice and choose only the candidates who display the desire to work with people and help them, instead of picking the ones who merely have the required communication skills.
In addition, the process of providing the customer with the services must be shaped so that the customer could feel unique. Therefore, it is crucial that on the level of onstage contact, the introduction of the maintenance worker to the client should be carried out along with the filling out of the form regarding the maintenance process, the restatement of the problem, etc.
Thus, the client will be able to feel that his/her request and opinion is crucial for the company. In addition, with the help of the above-mentioned procedures, better maintenance results can be expected.
As long as the strategy towards food provision in the Ritz-Carlton Hotel changes towards a better organization of knowledge management system, the company will prosper. While the Portman Ritz-Carlton Hotel does face certain risks, especially in the light of the steep competition that will only keep rising, it can be assumed that the Ritz-Carlton Hotel Company will remain one of the greatest hotel chains in the Asian countries.
Yeung, Arthur. “Setting People up for Success: How the Portman Ritz-Carlton Hotel Gets the Best.” Human Resource Management 54.2 (2006): 267–75. Print.