LDTC 630

This instructional design assignment aims to revamp and customize the onboarding program at the fictional Grand Oasis Hotel to improve both employee engagement and guest satisfaction by providing new hires with clear, practical tools and guidelines to deliver exceptional customer service. The assignment focuses on creating a structured, role-specific onboarding experience that clarifies employee empowerment, incorporates interactive learning (e.g., shadowing), and establishes clear service boundaries to boost employee confidence and performance, following best practices (Cross, 2024). Scholarly research supports the use of structured onboarding tools and processes to improve new employee experiences, clarify expectations, and foster mentorship, which leads to higher retention and job satisfaction (Baker & DiPiro, 2019).

The Grand Oasis Hotel is a luxury hotel that depends on guest satisfaction as one of its key unique selling points. The client reports that guest satisfaction scores have been dropping recently, a problem they label a “crisis.” The client would like to revamp and customize their onboarding program to improve client service. The current onboarding is a corporate program described as “pretty generic.” The new onboarding program should give new hires “the tools they need to provide the exceptional service our guests expect.”

Data Analysis

Despite the vast majority of new hires (70%) rating the onboarding program as “good” or “excellent,” employee engagement has dropped 8 points from 70% (previous year) to 62%, well under the industry benchmark of 75%. KPIs have dropped significantly across the board in the past year. Crucially, overall guest satisfaction has dropped to 75%, 10 points down from 85% in the previous year, significantly lower than the 88% industry benchmark. Revenue per available room also dropped from $300 in the previous year to $250, suggesting that guest dissatisfaction is now impacting revenues. 

A focus group discussion with employees highlighted some of the potential issues causing poor KPIs. Employees seem unclear what the boundaries are for providing high-quality service or how exactly to “exceed guest expectations.” For example, one hire explained, “Just last week, a guest asked if we could arrange a private sunset dinner on the rooftop terrace. It wasn’t something we typically offer, and I wasn’t sure if I had the authority to make it happen.”

Employees appear to be confused about what they are allowed to offer customers, and this has been further compounded by mixed messaging that seems to suggest employees can potentially be punished for going over costs.

Problem Statement

Both customer and employee satisfaction KPIs are dropping at the Grand Oasis Hotel due to generic onboarding training and a dense employee handbook that:

1)     Fail to define clear guidelines for what employees are empowered to do for customers.

2)     Do not adequately prepare team members to “exceed customer expectations.”

Justification

The main problem is that the employee training does not adequately outline the guidelines and boundaries for going above and beyond for clients. This is not just a training problem but a clarity problem, because the employee handbook also delivers mixed messages on the topic. For example:

“We trust our employees to use their best judgment and take initiative to delight our guests. If a guest has a special request or you see an opportunity to create a memorable moment, don’t hesitate to act. We encourage you to be creative and resourceful in finding solutions that make our guests feel truly valued.”

This would appear to give carte blanche to staff members, but then the handbook also states:

“We understand that not every situation can be anticipated in a manual. If a guest has a unique request or a challenge arises, don’t be afraid to deviate from standard procedures. Use your best judgment and consult with your supervisor if needed to find a solution that puts the guest’s needs first.”

So which is it? Can employees act on their own, or do they need supervisor approval for major requests? Clarity on these issues will make a huge difference in employee confidence.

Thus, both the onboarding training and employee handbook need to be updated to provide clear, understandable instructions on how to handle customer requests, with definitive guidelines on what entails a reasonable versus unreasonable request. Interactive modules that include either live or virtual shadowing of team leaders can also help bring customer service concepts into the real world.

Establishing strong boundaries with solid examples of service fulfillment will do much to alleviate employee stress and empower staff to make better decisions on behalf of customers.

References

Baker, B., & DiPiro, J. T. (2019). Evaluation of a structured onboarding process and tool for faculty members in a school of pharmacy. American Journal of Pharmaceutical Education, 83(6), 7100. https://doi.org/10.5688/ajpe7100

Cross, M. (2024, August 8). Onboarding new customer service team members – a best practice approach. First Impression Training. https://www.firstimpressiontraining.co.uk/blog/onboarding-new-customer-service-team-members-a-best-practice-approach

AI Usage: AI was used to summarize the homework assignment.