Housekeeping operations overview with Saraid Carey, GM Hyatt Regency Brisbane
Having just returned to Brisbane after 7 years in Macau, Liz caught up with Saraid Carey, the GM at Hyatt Regency Brisbane to find out more about the current housekeeping operations in the city. As Saraid had also worked in Thailand for some years, it was interesting to compare notes on the broad differences in housekeeping operations between Asia and Australia.
Following are some of the questions I asked Saraid:
What do you see as the main differences in housekeeping operations in Brisbane, Australia as compared to Thailand?
Predominantly hotels have an outsource model for housekeeping in Australia whereas in Thailand is in-house 100%. The mix in Australia maybe with own Exec Housekeeper + outsource + top up (another partner or agency) or 100% outsourced in many cases.
What would you cite as being the key areas of concern with current Brisbane Housekeeping management operations with all the changes brought about with Covid and the ongoing pandemic?
The current situation is not limited to Housekeeping, and the need to secure, train and nurture key talent is the biggest focus for our industry. We know employees are hard to come by, so the conversation has to turn away from the situation and look to solutions, to ensure you are the preferred employer in your specialty area. How are we onboarding? Who does each colleague meet and interact with, do they have a buddy? What benefits are we giving people to expect great outcomes? Are we providing uniforms, meals, and quality (ongoing) training before we expect attendants to take on a list of many rooms.
Where do you see the future for Housekeeping? Including the role of agency and outsourcing opportunities?
Many hotels I am sure are assessing now to bring back in house or to continue as outsource. The rising costs and high turnover has a sizable impact on hotel and total operation, while at the same time at every level we must invest in people to gain greater outcomes and productivity. Costs will increase, same time a strategic focus has to be placed on output and quality. It starts with best leaders in each hotel along with their operational area leader; ensure colleagues are compensated well in market, ample supervisors on floors and quality training.
What positive steps need to be taken to improve the guest experience from a housekeeping perspective?
With stronger leadership and more hands to help the overall HSK operation, is the need for best communication as opposed to running day by day. Focused pre arrival information for our guest is shared from the rooms team; set ups and preferences as guests profile if we have this detail, attention to stay over cleans to mirror the way a guest is utilizing product and placement in room, warmth and connection, thoughtful touches in rooms. At all times focusing on the fundamentals , best In class hygiene practices, thoroughly cleaning all areas of the hotel using correct cleaning product, all areas free of dust, clean surfaces and smells fresh, odor and debris – the essentials are so crucial to any successful operation.
And how about the future? What needs to be done to attract the next generation into Housekeeping Management? Any words of wisdom for the future?
People centric leaders or owners. Build strong plans and commitments to action to ensure any new associate has the tools and training to carry out their role, to ensure they feel safe at work and have benefits that are meaningful to them (meal, parking, uniform) and are recognized. In this wonderful age old industry built on service, can at times miss the fundamentals. Many can get caught up with many layers of business, stakeholder needs, systems and deadlines. When we take a step back, it is about people, how we treat people (our people first and then comes the guest) and communicate for total clarity and alignment. The rest will flow from here.
