Questionnaire for the hotel quality of service. Technology for assessing the level of customer satisfaction with quality of service

It is better that the maid does not collect the completed questionnaires (she will not miss negative information about her work and the work of colleagues, and such questionnaires will not reach the management). Another option is to install a special box for questionnaires in the central lobby of the hotel or restaurant, about which guests will be informed using signs and the questionnaires themselves. Another option is to send the questionnaire to the guest by e-mail after his stay at the hotel. Thus, you provide an opportunity to choose a time convenient for a person to fill out, and you get all the data in an already digitized form. However, the probability that the guest will fill out the questionnaire after some time is small. Still, there are more chances to get an answer from the questionnaire in the room. In addition, in the era of spam, a profile can be perceived negatively and immediately deleted. Analysis of questionnairesAnalysis of completed questionnaires is what everything, in fact, was started for.

Hotel guest profile

One of these factors is getting higher education. In order to move up the career ladder, getting a higher education is very important.

Attention

There will be no career without higher education. When applying theoretical knowledge to the labor process, mastering a job, as well as developing professional skills, the main issue is to get a job. The factor on which the future career will depend will be the financial position, when opening your own business, paperwork, the very process of starting your own business and business management, questions with clients, increasing competitiveness in the market, etc.

Important

Finding and training your own shift is also a difficult task, because it is very rare to find a worthy ally. The list of factors is very long, however, these are the most influential and important careerograms in the implementation of a project.

3.

Survey of guests of a hotel, hotel, hostel

K], added 03/23/2009

Guest questionnaire

But the hotelier cannot influence this factor in any way - the guest either has it or does not. The second factor is prizes and gifts, lottery draw.
This option works almost flawlessly. This is how human psychology works - a nice little thing as a gift always makes you want to receive it. As a rule, guest profiles are placed in the rooms.
But it is necessary to think over the system of motivating guests to fill out the questionnaires in advance. Small financial incentive - drawing prizes among guests (for example, free accommodation or dinner at a restaurant) gives good results.
You can give each person who filled out the form with a mini-souvenir, which will also serve as an advertising reminder of your hotel. You should also take care that staff access to already completed guest questionnaires is limited.

Incentive System for Hotel Visitors to Complete the Questionnaire To encourage hotel guests to complete the questionnaire, the structure of the questionnaire should be simple and accessible to hotel guests. Questions should be available to all categories of guests, from ordinary people to businessmen and bosses.

The questionnaire should not contain information and questions about the guest who is completing the questionnaire. Questions should be of a general nature and sequence, aimed at a specific field of activity - improving the quality of service, about the hotel in general, about the organization and quality of food and service .. Also, as an incentive for guests to fill out the questionnaire, you can introduce a system in which the guest after filling will receive a small souvenir in memory of spending time at the hotel. 3.

Satisfaction with hotel services

A well-conducted analysis of the questionnaires will help to predict the vector of staff work and plan the necessary trainings and courses. For greater efficiency, it is better to conduct both quantitative and qualitative analysis of the questionnaires. For clarity, you can build graphic images, for example, diagrams, graphs.
But it's not worth unifying all the profiles either. You should not select only numerical information. Pay attention to comments and answers to open questions.

A certain degree of personalized approach to the analysis of negative guest reviews should be present. It is better to respond to each specific complaint. Imagine how many such cases actually happen, because on average, only one in five guests fills out the questionnaire.

But it is also not worth erupting thunder and lightning at the maids because they do not twist the swans from the towels. Remember that all guests are different and not all ratings are objective.

Guest questionnaire, filled on the day of arrival

In turn, the guest asked about the offer, the staff shrugged their shoulders - and now your client is already dissatisfied. You can find out about this from such points of the questionnaire as "Service" or "General comfort".

But for this, they need to leave an open question with the ability to add personal comments. A low rating for the service may indicate that the guest's expectations are not met.

Alexander Vilkhovoy, director of the Hetmanska Fortetsya restaurant and hotel complex, claims that it was the questionnaire that gave him the opportunity to understand why the guests were dissatisfied with the level of the rooms. “The fact is that on the highway at the entrance to the hotel, there was a billboard with an invitation to call in. It was a picture of our best suite, and also contained the phrase: "Rooms from 400 UAH."

However, guests were very often unhappy with the hotel, and I did not know what was the matter. Our rooms have long had forms with a questionnaire.

Guest questionnaire sample

However, even if someone looks at the few answers of guests, not all of them carry out a qualitative analysis on their basis, extracting the maximum of information useful for the establishment. The thing is that the very presence of questionnaires is not given too much attention, in part they have been turned into a formality. But it is from the questionnaires that you can find out: - where is the weak point in the hotel; - why the guest will no longer visit your hotel; - how many people already see the problem that top management does not notice under their noses. What is so important that you can learn from the questionnaire? First, who, if not your guests, will tell you how well the service staff works.

Secondly, it is possible to trace both the work of one department and a specific person. For example, a hotel has a special offer, and the administrator, waiters or other line staff are not aware of this promotion.

Research on the quality of service in a hotel

Not aware Account correctness Not aware Attention and politeness of the receptionist's desk staff Not aware What problems do you have? Correct booking Check-in / Check-out Service staff Service staff contact / attitude Wake up Room cleanliness Heating / cooling / ventilation system Water pressure / hot water Telephone TV / remote control Noise Broken items / repairs Food and drinks High speed Internet Describe your problems in more detail: Please let us know the names of the employees who have tried to make your stay at the hotel enjoyable: Do you have any additional comments that will help us improve the conditions of staying at the hotel? If yes, please provide them below: Your opinion is very important to us, all your comments and wishes will be considered without fail and taken into account.

Questionnaires for hotel guests

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  Proposals for improving the level of service quality and expanding relations with travel agencies. course work , added on 02/20/2011

• Trade service quality Concept and indicators of trade service quality. Customer service culture as an indicator of quality.

  Regulatory support for the quality of trade services. Analysis of the quality of trade services in the trade enterprise "Astor".

Sample questionnaire for hotel guests

Please note that an empty space should be left next to each question in the questionnaire so that the guest can indicate his own answer. Indeed, very often it is impossible to foresee all possible answers, respectively, the question will not carry the proper informational benefit for the institution. The second block of questions. Further, we advise you to place a block of questions about the comfort of the room and the technical parameters of the hotel. It will be useful to ask the guest, for example: - is the room comfortable; - do you like the conference room; - did the guest visit the fitness center and restaurant.

In the same block of questions, you can ask a question, for example, what, according to the guest, the hotel lacks. In order to maximize the effectiveness of the answer, some questions are best formulated "half-closed", that is, with an empty line for the guest's own answer.

Third block of questions.

Guest questionnaires

The result of the analysis of the questionnaires can be a comprehensive conclusion about the level of the hotel and a list of recommendations. For example, the Utes boarding house ordered an analysis of the questionnaires from a marketing agency, which, as a result, issued a whole list of recommendations.

Guests also complained about too small parking and high prices in the restaurant. The guests also asked to extend the opening hours of the restaurant.

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 workers who have direct contact with guests, it is staff training (and, above all, cross-cultural trainings)), you need 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 opinions of all hotel employees who have direct contact with foreign guests. As a result of the survey, 89 employees were interviewed, 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 the 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 work less than a month ago were taken into account. Such an approach in determining the respondents allows taking into account the opinion 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 you can see 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. Period of work in the hotel

Among all the respondents, 4% of respondents hold managerial positions, which also makes up 67% of the total number of managers at the Novotel Moscow Center hotel (Figure 2). Consequently, in this case, the opinion of the majority of hotel managers was taken into account and the sample of the study is representative.

As mentioned in the results of semi-formalized interviews, when interviewing for HR professionals, foreign language proficiency is not the main selection criterion. Let's check at what level the respondents speak foreign languages \u200b\u200b(Figure 2).

Figure 2. Knowledge of foreign languages

As you can see 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.

The reception staff are the most likely to interact with guests. It is interesting to find out at what level, for example, department administrators speak English? Of the 14 responding administrators of the reception and accommodation department, only 63% (5 people) are fluent in English, 28% (4 people) understand and speak well, and 1 person replied that they can 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 the administrators are fluent in English.

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

The survey also found 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 the hotel staff to speak not only English.

Figure 4. Difficulties with guests

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

Figure 5. Difficulties when working with foreigners

Despite the fact that the majority of respondents identified India as the country with the most difficulties with representatives, the results of the answers to the next question differ 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 his native (not English) language, which the employee does not speak (for example, Spanish). 20% of respondents answered that they find it difficult 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 difficulties arise - 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 with both groups and individual tourists. Therefore, it makes sense to pay attention to the service system for group tourists. It is necessary to find out exactly what problems arise with the groups of foreign tourists: the language barrier or any cultural peculiarities that are difficult to take into account without possessing 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 whose representatives most often problems arise, etc.

As already revealed, 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 \u200b\u200bare most often required when working with foreign guests, as well as which foreign languages \u200b\u200bemployees would like to learn additionally for more successful work with foreign guests (Figure 6).

Figure 6. Languages \u200b\u200brequired for work

As you can see in Figure 7, the following languages \u200b\u200bare most often required to carry out 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 Novotel is owned by a French hotel chain, it is reasonable to assume that most of the guests come to the hotel from France. It is for this reason that French is the second most frequently used language 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. Proficiency in different languages \u200b\u200bfor 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 the respondents are interested in culture, religious traditions, national cuisine and other features of foreign guests (Figure 7).

Figure 7. Employee attitudes towards cultural sensitivity of guests

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

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

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

Table 6. Distribution of positions

Thanks to the results of the survey once again confirmed hypothesis number 1 that cross-cultural factors influence the content of HRM practices, but are not declared in hotel standards. For example, to the question of whether the question of knowledge of cultural traditions and national characteristics of people from different countries was asked when applying for a job at a hotel, 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, a business center is a department that interacts with the corporate segment of the sales and marketing department, supplies equipment for conferences and various trainings; often the assistants help the guests themselves: printing and scanning documents.

As it has already become clear, 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 if they are ready for changes in service without making changes to the incentive system, or are workers willing to take cross-cultural factors into account only when they are additionally stimulated? To clarify this, the respondents were asked the following question: "Do you think that employees who speak several foreign languages \u200b\u200bor who 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 \u200b\u200bor have knowledge of the cultural characteristics of the guests. In my opinion, this is due to the fact that such workers use the languages \u200b\u200bthey 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 in any way encouraged. In other words, if employees are willing 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 about 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 characteristics of guests from different countries. The remaining half believe that such knowledge comes with work experience, or that direct heads of departments should help in obtaining knowledge (Figure 12).

Figure 12. Helping HR to learn about guest cultures

Having analyzed most of the results, you should proceed to testing 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 on the study of traditions, cultural characteristics of those nationalities of guests who most often come to the hotel (34%) (Figure 13).

Figure 13. Priority practices for workers

Moreover, the most prioritized form of induction training is “group training” (handouts + 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, we can conclude 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, cross-cultural trainings), confirmed.

Thus, as a result of the study, the goal of the work was achieved by solving the assigned tasks. 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 the 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 can have practical application, it seems appropriate to develop recommendations for changing the content of standards and practices of the HRM system in a hotel.

In hotels or similar establishments, registration is usually required, which includes confirmation of guests' personal information and the provision of a signature. For such a procedure, a questionnaire is drawn up for the person who arrived at the hotel. The template document has a standard form, an example for filling 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 save in its records.

All guests of the room are registered. If a family settles, only one person is entered in the register. Occasionally, a hotel guest profile may be required to provide a document to a government agency, such as members of the police. Additionally it can be filled.

Identity verification

Employees must ask politely:

1. First name, last name and patronymic of the guest first, politely asking the name of the guest.
2. Photo ID, such as a driver's license or a valid ID from a reputable organization where the guest works.
3. If guests are from a foreign country, the staff will ask them to show their passport. The employee is authorized to politely ask any questions of confidence.
4. Copies of the passport or identity card are made to check the check in and prepare the guest database.

Creating a registration record

When guests arrive at the hotel, the front desk staff will hand over a guest arrival form to fill out the information. In the case of a VIP, the staff enters the information on the card and receives his signature.

Staff members then create a guest log, sign names, attach real copies of passports or other IDs, and write them to the guest history file. The record is created as a registration record in the software system.

Late registration

Check-in times vary depending on the rules and regulations of the establishment. Late check-in can be arranged through the hotel, as long as guests book in advance and arrange all necessary details. Hotels usually list times after which they wait for arrivals to check in.

If a visitor wishes to occupy a hotel room prior to check-in time, some establishments will charge an extra day or treat it as the previous day's stay. However, most hotels allow a response time (usually 30-60 minutes) upon request, with no additional fees incurred if the guest wishes to pick up the room prior to check-in.

Some hotels also have late check-in times, often from 18:00 to 20:00. Then 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 times establishments have a deadline for check-in because the reception may be closed at night. For the most cost-effective use of rooms in a hotel room, the guest should try to get there around the time of hotel check-in, leave or return the room at the time of check-out. 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 check-out. Those who paid up front are whitelisted.

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

• Cash (including money order).
• Valid credit / debit card).
• Direct payment.
• A special payment such as a gift card and voucher.

You must select one of the payment options during registration.

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

Appointment of housing

After the questionnaire of the person arriving at the hotel has been completed and the registration stage has been completed, the staff will provide the room key.

Familiarization with positive attributes:

• bell to take guest luggage;
• issuance of key numbers or access codes.

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

Handling special requests

If the settled person is not satisfied with the accommodation conditions for any reason, the employee can inform the front desk staff about it. In addition, if the guest has special requirements, such as providing a disposable shaving kit, the front office staff must comply with the request in a timely manner.

knowledge of hospitality

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

A questionnaire is a questionnaire for getting 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 can evaluate 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, after 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., processed documents, used reports, programs, etc.). To fill it out, you need to prepare instructions. Before starting the questionnaire, it is necessary to conduct a briefing in the format of a training group or 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.

   Wording of instructions for filling out the questionnaire.

   Development of questionnaire questions.

Conducting training for the working group.

Conducting questionnaires, 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 survey questions.

Tasks of the survey:

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 at the hotel;

Identify and analyze problem areas in hotel operations.

We turn to the development of instructions for filling out the questionnaire, which will help students quickly understand the proposed task. It should not take up much space and usually consists of 1-2 sentences. In our questionnaire, it looks like this.

Instructions for filling out the questionnaire:

For each point, a detailed answer must be given.

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

- block "awareness". It may include questions such as: "Do you know ... ..?", "From what sources did you learn about ...?"

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

- block "offers". Includes questions such as: "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 in order to receive a complete, meaningful answer, reflecting a 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 express themselves freely.

The form of the questionnaire (Appendix No. 1) is approved by the general director of the hotel and introduced into application.

As a result of processing the questionnaires, information about the level of knowledge of hospitality 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 development.

The advantages of the 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;

The collection and processing of data can also be carried out using a computer.

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

CONCLUSION

Hospitality is a willingness to receive guests with sincere joy, whoever they are and at whatever 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, the tradition of hospitality continues and is supported in every possible way.

Training of hotel personnel is one of the main directions of the company's management activities. Staff training opens up great prospects for the development of hotels. The personnel training process is the systematic systematic work of the company. Forms of education 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 communications means the need to ensure the quality of professional training of employees. An employee in the hospitality industry must have certain competencies that allow him to effectively organize customer service. This is primarily due to the objective needs of society and the economy, the tasks of the country's development.

The Slavyanskaya Hotel is the first European-level hotel 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 were approved. Trainings, field seminars are held. Intra-corporate 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 getting some information about who fills it out. The purpose of the questionnaire developed at the hotel is to determine the level of hospitality knowledge among hotel employees.

During the work, the following tasks were completed:

The traditions of Russian hospitality are considered;

The features of training of hotel personnel are revealed;

Studied the effectiveness of training methods for personnel;

General characteristics of the hotel "Slavyanskaya" are given;

Investigated the requirements for the staff of the hotel "Slavyanskaya";

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

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http://www.slavjanskaja.ru/- Hotel "Slavyanskaya", Tobolsk.

Appendix No. 1

FULL NAME. employee ___________________________________________

Position ________________________________________________

Date of filling "__" _____________ 201_ year

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

		Your Answer
	Describe in three words what "hospitality" is
	Name at least three personal and three professional qualities that are most important in the work of a hotel employee
	What do you think, do you possess the qualities named in clause 2.
	The guest has asked you to acquaint him with local attractions. Your actions.
	You are done with one guest. Things to do before moving on to the next guest.
	You are busy with a telephone conversation. At this time, a guest turns to you and tries to ask you something. Your actions.
	The guest asks you questions beyond your competence. Your actions.
	What are the reasons for the dissatisfaction of the hotel guests?
	The guest leaves. Describe the procedure for saying goodbye to him.
	The guest has made a request to you. Your actions.
	Describe that warmth for you without familiarity in relation to the guest
	Describe the algorithm for dealing with an angry customer.
	How to respond to complaints and complaints from guests?
	Describe the specifics of working with a demanding, angry, insecure and arrogant guest
	Describe the features of selling services by phone
	What are unobtrusive sentence formulas?
	Describe the rules for managing the conversation with the guest
	How would you improve your work?

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