Better leadership would be better for business
It strikes me that there is something of a contradiction in your report: "GMs rate business acumen ahead of leadership skills" (Caterer, 5 February, page 11).
According to the findings of a survey by American Express of British Hospitality Association and Master Innholders members, some 39% of general managers think that strong business knowledge is the most important skill for them to have, yet 96% of hotel general managers rated the issue of staff retention as one of the main obstacles facing them today.
How about these managers shifting their focus towards human resources?
Obviously, operational expertise, financial awareness and sales and marketing skills play a part in their day-to-day jobs. But if these managers were to develop strategies for individual and team motivation, work on skills identification and development, define clear career paths for employees, offer constructive performance assessments, and ensure that reward structures are fair and valued, then they might successfully remove - or, at least, substantially reduce - the "main obstacle".
What is more, this would result in a more successful business and a less stressful life.
Mary Kirman, Managing director, The Human Chain, Salisbury, Wiltshire
Say it again: hospitality must have its own voice
It's clear why the British Hospitality Association's John Dyson describes my view that food service does not punch its weight politically as "totally incorrect" (Caterer, 5 February, page 22). His letter, with its list of alliance activities, unintentionally proves my point.
While Whitehall hears of food service issues only as part of a chorus of viewpoints under a BHA umbrella, the industry's own voice will remain unrecognised.
The Government's mindset brackets hospitality with tourism, and the Sector Skills Council format, denying hospitality a spotlight on its specific needs, is largely a result of hospitality's past failure to punch its own weight.
My original letter (Caterer, 22 January, page 19) focused on the contract catering sector, which is a million miles from tourism - and, I say again, food service will not cover its bases by lobbying through a hospitality mouthpiece that the Government associates with tourism.
Is it any wonder that neither minister nor mandarin can differentiate between our industry sectors while they huddle together under one umbrella?
Robert Janes, For Your Information Public Affairs, fyipa@aol.com
Our housekeepers, lest we forget them...
It was refreshing to see housekeepers mentioned in Caterer after so long.
But you are too modest in not blowing Caterer's own trumpet when you bring this important department of hotel management back into the light of day.
Some of your senior readers may recall that Caterer was instrumental in the formation of the UK Housekeepers Association in 1984.
Caterer also launched, and ran for several years, a very successful National Housekeepers' Conference.
There was also, until it was dropped, a Housekeeper of the Year Catey.
Joe Hyam, Caterer editor (1975-87), Tunbridge Wells, Kent
..Should be paid on the same scale as chefs
It has always amazed me that chefs are paid so much, in comparison to housekeepers.
I'm quite aware that it takes a long time to train a chef, and they tend to have a higher profile within the hotel hierarchy, but, in terms of profit per pound of turnover, the housekeeper beats the chef hands-down.
The housekeeping department employs fewer people - and they tend to be easier to work with.
Yes, let's see to it that the housekeeping department gets a better financial crack of the whip in the future.
Christopher Dale, Claymore training, Kidderminster
Customer service training is the way to gold medal class
Since starting my career in 1978, I have worked for the Accor Group across different brands in the UK and in six other countries.
For the past seven years, London has been my home. I've learnt that London is respected throughout the world, yet it is also well known internationally that customer service levels in London do not match its other qualities.
I find this very frustrating because, with a little focused effort, this reputation could be turned around. What a difference that would make to our bid to host the 2012 Olympics (Caterer, 22 January, page 6).
Raising customer service levels is not as difficult as it seems. In 2003, Novotel London West was awarded the title Customer Service Training Team of the Year at the National Customer Service Awards. We were awarded the title because of our customer service programme, Service Extraordinaire, and the effect it had on our customer service levels.
The programme was introduced in 2002 as a means to combat customer complaints, increase employee satisfaction and motivation, reduce staff turnover and increase our skills base. Within a year, our complaints level had fallen by 60% and we began to receive complimentary letters instead. Employees showed significant signs of increased motivation, and there was a massive decrease in the number of days lost to absenteeism, and a decrease in staff turnover.
The successful implementation of Service Extraordinaire took belief, commitment and dedication, but it was not rocket science. Mostly, it was a case of recognising what we needed to do and putting in place realistic measures for each department of the hotel.
When you break it down to that level, it's not that difficult to identify the measures that will work; anyone can do it.
Customer service really does matter and, in something like the Olympic bid, it can make all the difference.
London has so much to offer as an international city and, if we all play our part in adding a reputation for excellent customer service to its appeal, all I can say is: the rest of the world had better look out.
Rene Angoujard, General manager, Novotel London West, Hammersmith, London