Cross training of staff ensured that the staff could do their duties in the best possible manner to the satisfaction of the guests and the management, who duly rewarded them. The 35th part of a series describing the unknown triumphs and travails of doing international business

We had a great team at work in the hotel. All the departments worked in unison and cordiality at their best because, if one did not learn to smile at another all the time, one would not be able to maintain a friendly feeling or face when meeting the customer, which was the most important aspect of the hospitality business.
 
The management encouraged us to know more about the eateries in the area so that we could recommend the best places, should the guests ask for the same; likewise, we had to persuade the guests to sign up for the exclusive club membership, so that on every visit, they would be able to earn points on the amounts they spend, very much in line with the airline frequent flyer miles concept. Of course, in the process, we also earned ‘points’ for getting as many new members as possible. We could utilize the earned ‘points’ for our own holidays or get a gift from the hundreds listed.

The club membership ensured that guests would soon become repeat customers, get special arrival, check-in and check-out procedures, upgrading to the “super club level floor, special breakfast treats” besides getting a priority room allocation even when they walk in without advance booking!
 
Newcomers to the city who came on sight-seeing tours also needed great guidance and assistance. There were different types of tours and these companies were offering commissions to the hotel staff (like the concierge) for making the bookings. Similarly, long distance travels by taxi cabs, even for catching flights to their destinations from Dulles airport (some 50 miles away) meant ‘earning’ possibility of commission for the staff. All these activities brought in additional benefits to the staff, but this meant, they had to be alert and always at the beck and call of the guests. Thus, for the staff, it became a habit to be cheerful, well informed, and be always ready to assist the guest.
 
Likewise, even when the eateries had issued coupons for the benefit of the guests and the front desk staff would make the best possible recommendations for the guests to choose from; and utilized the coupon given by the staff, there was always a small code to identify the staff; and this meant free meals or commissions!

The Courtyard also arranged for an annual outing for the staff; it was a picnic of sort, much enjoyed by the staff and their families, with lots of games to play and enjoy special food prepared by the hotel. It was a get-together in the open; but almost at the fag end of the year, we had annual Christmas dinners when employees received special awards for the good jobs they did.
 
Our associate hotels located in the vicinity would also ask for assistance in staff locations when there was rush or overbooking; or caused by sickness or absenteeism; it would also be in the form materials, such as extra beds when guests turn up with young kids and do not want them to be alone in their rooms and so on.  

Cross training of staff in our own hotel was mandatory. In certain jobs like housekeeping the female staff were well-trained and were able to consistently clear up 16 rooms in their shift, but this was not easily done by male members. Likewise, we had shuttle drivers who would not only go to the airport ever half hour, they were also fully in the know of dropping and collecting the guests from various eateries in the area in a friendly and efficient manner.
 
Work as a guest relations associate was well received, and the first chance for a promotion was made to me for a transfer to our associate hotel in Washington DC, where John was GM. I went for the interview but was not keen to take up the new assignment. In the meantime, as luck would have it, another internal candidate had shown much keenness to take that position and I was advised that something else might come in my way.
 
It was then we came to know that John was himself transferred from DC to Crystal City, much to the pleasure of most and our GM Doug Wiggins was promoted as Area MD and took over his job in DC.
 
We were coming closer to the end of 1999. There was a big scare that there would be a catastrophic computer-generated crash on the midnight of 31st December, as we moved into 1st January morning of 2000.
 
Nobody had any specific answers. All conjectures and wild imaginations were going berserk!  The preparations for that fateful day were on a war footing. We had special packages made for each and every guest; first aid preparations; stand-by systems in case of complete computer break downs; emergency food supplies, etc.
 
As we came closer, we had more cancellations; many who had programmed to stay beyond 1st January, decided to take the first flight out and go back to their home bases. It was a kind of panic situation, though, nobody wanted to admit it.
 
But, at the Courtyard, the staff was totally prepared to meet any emergency situation that may arise. All the top-brass were on duty; they had for once, decided to skip the New Year eve dances and dinners, and chose to hold the fort at the hotel, which was a great and brave thing to do, and led the staff by their very presence.
 
But as we all know, this much-publicised event passed off without a whimper!

(AK Ramdas has worked with the Engineering Export Promotion Council of the ministry of commerce and was associated with various committees of the Council. His international career took him to places like Beirut, Kuwait and Dubai at a time when these were small trading outposts. From being the advisor to exporters, he took over the mantle of a trader, travelled far and wide, and switched over to setting up garment factories and then worked in the US. He can be contacted at [email protected].)