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Interview with Lesley Skelt, Head Housekeeper – Coworth Park, Berkshire, UK

I always look forward to presenting you with another industry icon and this time I was able to interview the 2012 UK Housekeeper of the Year, Lesley Skelt. It is interesting to hear someone else’s point of view, of their different experiences and career path, but most of all someone with a passion for housekeeping.

I have known Lesley Skelt since the early 1980’s through our common contact L&A Associate, Janine Hancox. Lesley has a wealth of housekeeping and training experience within 5 star hotel properties in the UK and overseas, including a 2 year period spent with the Royal Household in Jordan. She has worked on hotel openings as a Housekeeper as a People Development Manager and as a General Manager. Lesley is “hands on” and an enthusiastic trainer, she thrives on challenges and works well under pressure. Lesley has just won the Hotel and Caterer Magazine UK Housekeeper of the Year award and her team came first at the recent UK Housekeeping Olympics.

By Liz Lycette

What is your cultural background?

I am British born and bred. I was born in Essex and moved to Bournemouth as a child.

What was your career path to date?

I started as a chambermaid in a B&B at the age of 14. I attended Bournemouth College where I gained an OND in Hotel Management. My first position after graduating was at the Royal Bath Hotel as trainee Housekeeping Supervisor. I was promoted to Floor Supervisor and then moved to The Dorchester in London for 8 years ending up as one of the Assistant Housekeepers overseeing public areas. I then moved to Chewton Glen in Hampshire as Head Housekeeper. During this time I also spent 3 years lecturing at Bournemouth University, Dorset. In early 1993 I set off traveling and ended up for 6 months at the K Club in Barbuda in the Caribbean as Head Housekeeper. On my return to England I took up a role as Head Housekeeper at the Lygon Arms and in 1995 I moved to Jordan in the Middle East and became the Housekeeper for the Royal Palaces for 2 years.  Back in the UK in 1999, I had various roles over the next 10 years with Hotel du Vin & Malmaison Group including opening Head Housekeeper, deputy GM, General Manager and a regional People Development Manager. I then went back to my Dorchester roots and joined Coworth Park in March 2010 before the Hotel opened in September 2010

What was your first role as Executive Housekeeper?

Chewton Glenn in 1987 for 5 ½ years

What challenges did that bring?

I was involved in a lot of staff training to improve the standards of the hotel along with a whole new management team at that time.

What is your current position and Hotel? What are your current job responsibilities at your hotel?

I am the Head Housekeeper at Coworth Park, part of the Dorchester Collection. I am responsible for the rooms, public areas, linen and uniforms.  Coworth Park is a 70-room luxury country house hotel and spa set in 240 acres of picturesque Berkshire parkland. 30 suites and rooms are located in the Mansion House and a further 40 suites and bedrooms in the converted stables and cottages. This of course brings many logistical challenges

How many staff are you responsible for?

I have a team of 42 staff – both full time and part time. 

What would your typical day be like?

I start at 7.30am, check my emails and plan the day ahead. I have a walk through all areas and attend the Hotel operations meeting at 9.00am. My housekeeping meeting is at 10am and then my day varies, I could be ordering uniforms, trying to solve the ongoing problem of cobwebs on the exterior of the buildings, moving boxes, helping strip rooms or taking a supervisors section. Being a country house hotel, my role is very hands on so I am always out and about; I usually finish from 7- 8pm.

What are your top four challenges this week?

1. Taking a storeroom and making it into an area presentable to the guest
2. 45 of our rooms are outside in the grounds – and its snowing!!
3. Dealing with the consequences of a tray of champagne being dropped in the front hall
4. Handling a personality conflict within the team.

How did you choose those managers under you?

Their personality must fit in with the rest of the team. They need to be “doers” with a get up and go attitude. Many of the team haven’t worked in hotels let alone Housekeeping before so that presents some challenges.

How do you manage moving from country to country?

I get to know the people and traditions including those in Muslim countries

How does pre-opening work compare with working in an existing property? What are the top 3 challenges in an opening?

1. Recruitment
2. Finding the right products to suit the establishment
3. Training – especially when you cant get into the Hotel until a week before its open

Going from Europe to the Middle East what are the differences in your management style?

In the Middle East you need to give very clear directions to the staff most of the staff come from the Philippines or Pakistan and are used to being directed. In the UK each person has to be managed individually.

What are your top 3 tips for success in Housekeeping Management?

1. Stamina
2. Sense of humour
3. Getting on with people and learning how to motivate people.

If you had to do it all over again what would you do differently?

I’m glad I went into different areas other than Housekeeping; it gave me a better understanding especially when I was in HR or as a General Manager.  When I was younger I didn’t have as much confidence.

What advice would you give someone starting out in housekeeping?

Get a good pair of shoes and get to know your team. Be ready for anything!

How about your personal life? How do you balance work and home life?

I don’t do this well.

What do you do for fun?

I sleep and spend time with the family and friends. I also enjoy gardening and reading.

How do you think housekeeping management has changed since you started?

Housekeepers now have far more responsibility including budgeting, training and recruitment. We need to be to be more flexible, understand fabrics, floorings and cleaning methods and have a good knowledge of other departments.

Where do you think it is heading?

Housekeepers must educate themselves and become more knowledgeable. They need to be more aware of costs and potential savings. Housekeeping is a tough area, one of the biggest areas in the hotel and needs to be given credit for that.

Coworth Park and Lesley’s team were the overall winners of the inaugural UKHA Housekeeping Olympics 2012

On the 5th October 2012 at the Millennium Copthorne and Chelsea Football Club, UKHA held the  first Housekeeping Olympics competition.  27 hotels participated.

The day was a wonderful demonstration of excitement, competitiveness, enthusiasm and hard work from all who entered.

Each hotel could enter a team of 4 made up of Room Attendants and House Porters

The competition – involved the following:

• Bed making & innovation
• Toilet Ball – an agility contest throwing a toilet roll into a container
• Vacuuming – 1 team member  vacuumed  a marked area covered with confetti
• The Knowledge – a  questionnaire completed by the team.
• Eye for detail – 1 team member in a room had to find as many hidden stickers as possible.

Coworth Park was the overall winner of the whole competition.

Lesley was also named as 2012 Housekeeper of the Year by the Caterer and Hotelkeeper Magazine

Since their launch in 2007, the Hotel Cateys have already become the UK hotel industry’s only truly independent benchmark of operational excellence.

The awards recognise, reward and celebrate the unsung heroes who work tirelessly to support the UK’s hotel sector by delivering an exceptional guest experience day in, day out.

There are 16 award categories, with a separate judging panel for each category.

Each award had to meet specific set criteria, which varied depending on the category. A shortlist from each category was then drawn up and entries were scrutinised by a judging panel. Judges were invited by Caterer and Hotelkeeeper and were made up from those that work in the hotel and hospitality industry.

The Housekeeper of the Year Award was open to all housekeepers who exemplify first-class cleanliness and hygiene in bedroom preparation in either an independent hotel or group hotel. They manage a housekeeping team, and must be committed to the efficient running of the housekeeping department.

Lesley Skelt , Head Housekeeper at Coworth Park won the award in 2012.

Interview with Lorraine Castelino

Lorraine and I first met in October 1991 when I was Executive Housekeeper of the 513 room Conrad Hotel in Hong Kong. In this position I was not only responsible for the rooms, public areas, uniform and linen rooms but also the large on site laundry and the 240 serviced apartments which were part of the complex. At that time, Lorraine was Assistant Housekeeper in charge of the Parkview serviced apartments including a team of over 50 staff.

We stayed in touch over the years and Lorraine assisted us most recently with the 3-month assignment as Acting Executive Housekeeper for H Hotel in Dubai earlier in 2012. Lorraine is passionate about Housekeeping and is ready to take on other exciting assignments in 2013. Lorraine was happy to share some of her experiences in housekeeping.

What is your cultural background? Where were you born and where did you grow up?

I was born in Mumbai, India and grew up in a very close knit family, where open communication was encouraged.

What has been your career path to date?

After graduating from the Institute of Hotel Management and Catering Technology in Mumbai, India, I chose to specialize in housekeeping and Operations and started my career by securing a supervisory position in a 5 star hotel in India, quickly moving on to management roles. At the age of 22, I was the youngest Executive Housekeeper in the country at the time.

I moved onto management and senior management positions for properties in Iraq, Hong Kong, Singapore, Malaysia, Australia and the UAE. These included a number of project related assignments

What was your first role as Executive Housekeeper and what challenges did that bring?

Being one of the only female Head of Departments early on in my career, I was challenged from the outset in a male dominated realm. Most of my staff members were older than I which should have put me at an immediate disadvantage but to counter that, I decided to lead by example and ensure that I had the capability of doing everything I delegated the team to do.

I learnt very early in my career that building a strong team that embraced open and honest communication across all levels was not just preferable but absolutely necessary.

What is did your role as Acting Executive Housekeeper at H Hotel Dubai involve?  What were your job responsibilities at the hotel? 

The H Hotel undertook a major rebranding initiative, which primarily included an internal drive to have staff understand and deliver the brand mission.

This included a structured training regime with emphasis on timely execution. The key elements were anticipating guest needs and attention to detail.

The competitive nature of the hotel industry in Dubai required setting high standards, then meeting those standards and working on exceeding them. This was also part of the training program.

How many staff were you responsible for?
70

Can you describe a typical day?

There was no typical day. Given the severe time constraint to ensure the training regime was in place and staff members were responding to the call for higher standards, the only typical element to my day was that I started each day at 8 am and routinely finished the day at 11 pm. Each day of my short tenure at H Hotel was different from the previous one and as they passed by, it was clear that the Housekeeping department was making a positive and strong move in the right direction. The foundation laid would quite simply withstand the test of time.

What were the top three challenges over the 3 months?

1. Raising standards by ensuring grassroots expectations by staff were significantly adjusted to understand the new mission.  In short a slight twist in the mindset of the team in general yielded positive results
2. Ensuring staff responded positively to training and executed their tasks to the level that ensured meeting and exceeding the high standards
3. Improving supervisory skills and creating continuity in the overall workflow by establishing strong communication protocols.

How do you manage moving from country to country?

I absolutely enjoy experiencing new cultures and meeting new people.  New experiences help me to grow and I am able to understand people better.

How do you deal with different cultures?

I focus on the good in every culture and ensure that when recruiting there is a healthy mix of all nationalities within the department.

How does consultancy work compare with working in a full time position? What are the top 3 challenges and the differences between consultancy work and a full time position?

Full time positions are ones of ongoing strategic and tactical tasks and initiatives whereas a consultancy is time constrained with a clear scope of work within the defined timeframe.

1. Quick identification of critical issues within the defined scope of work is imperative so that the maximum amount of time is spent on addressing them and implementing corrective measures
2. Positive communication with all levels of staff involved in the defined scope of work.
3. Building relationships with all levels of staff involved in the defined scope of work – thus tearing down walls of resistance and other roadblocks

Going from Australia to Middle East, what are the 3 main differences in your management style?

I have a very simple management style which I adopt universally – open door, hands on and very direct communication – this has always worked in all countries I had the privilege to work in

What are your top 3 tips for success in Housekeeping Management?

1. Understand what the management expects- understand the vision and goals of the company
2. Work with the team to deliver those goals in the most cost effective way -  each team member must fit the DNA of the company.
3. Training must be part of the daily routine- 7days a week- 365 days a year

If you had to do it all over again what would you do differently?

My 35 years in the industry has been a constantly evolving learning curve. At this stage of my career, there is no prosthetic for the experience I have gained in all those years. The short answer is I would not do too many things differently

One thing I might make time for is to organise more team building activities for staff.

What advice would you give someone starting out in housekeeping?

Do not lose focus of your goals and work hard to achieve them.  Ensure that all your employees understand the goals and the company’s vision, share your passion to accomplish them and work alongside them to ensure this happens.  Nothing motivates staff more than knowing that they played a crucial role in the success of the department

How about your personal life? How do you balance work and home life?

I am a workaholic and still need to find that balance.

What do you do for fun?

I design my own products made from natural materials.  Working with leather is a recent passion.

How do you think housekeeping management has changed since you started?

There is more emphasis on the human resources factor. The ultimate goal is to get teams motivated to provide the best service to the hotel guest. Organisational strength through a sense of belonging has been seen to lead directly to high levels of productivity and efficiency.

Where do you think it is heading?

We are now truly a global village. Cultural borders are melting as international travel is as easy as catching a bus. The international traveler may be from a particular country or demographic but in essence is multicultural. His/her expectations have changed significantly from what they used to be. They are more sophisticated now, they demand and expect the best and in this age of the internet, poor service can very quickly become the downfall of a property.

Multicultural teams are the best solution to multicultural guests. Teams of various cultures are known to be able to break down cultural barriers more naturally and easily and communicate effectively with guests thus making it much easier to anticipate their needs and delivering the best possible service.

Interview with Anne Britton Executive Housekeeper – Jumeirah Carlton Tower Hotel, London

Lycette & Associates’ director Liz Lycette spent the whole summer in the UK working on various Olympic Projects, during which time Liz was delighted to meet with the Executive Housekeeper at the Jumeirah Carlton Tower London – Anne Britton.  Anne is not only the Executive Housekeeper of a 220 room 5 star hotel; she is also the National Chairman and London & SE Chairman of the UK Housekeepers Association. Anne is an inspirational speaker, who frequently speaks on the importance of housekeeping, career progression and raising the skills required in the industry. She is an amazing ambassador for housekeeping. With all of this Anne is a difficult woman to get hold of and we are grateful she has taken time out of her busy schedule to meet with Liz.

What is your cultural background?

I am French, I moved to the UK when I was 19 and never left.

Where were you born and where did you grow up?

I was born in the French countryside, in the mountains close to the border with Switzerland.

What was your career path to date?

I attended the Madame Cheval Hotel and finishing school/hotel school and was sent to the Sofitel in Paris as a trainee where I became a Housekeeping Floor Supervisor. As I needed to improve my English, I moved to Cambridge, UK and worked as a silver service waitress in a Restaurant.  After 1 ½ years, I met my husband. We married and we purchased a pub in Somerset near the Cheddar Gorge, which we managed for 3 years. I missed Hotel life so we returned to London where I started from the bottom as a Chambermaid at the 900 bedrooms Cumberland Hotel. I had 6 promotions in less than 5 years and ended up as Head Housekeeper at that property at the age of 25.  I then moved to the Chelsea Hotel, a 220 rooms 4 star property and was there as Executive Housekeeper for 7 years. My last move to my current property was 15 years ago in 1997. I am also currently President of the UK Housekeepers Association.

What was your first role as Executive Housekeeper?

I was Head Housekeeper at the Cumberland hotel when I was 25 years old.

What challenges did that bring?

Being so young it was hard to be taken seriously. Looking back it was harder than now, as I did not have the same level of maturity, experience and contacts.

What is your current position and Hotel? What are your current job responsibilities at your hotel?

I am Executive Housekeeper of the 220 room, 5 star Jumeirah Carlton Tower Hotel in central London. I have from 60-100 staff and along with the usual responsibilities of an Executive Housekeeper I am responsible for negotiating all housekeeping contracts including night, agency, florist, drycleaner, laundry and showcases. I source items for the rooms or for our operation like the linen or uniforms. I am part of the refurbishment planning of the hotel. I have to ensure my team is properly trained. It is a Jumeirah requirement that we have a proper succession plan and that all managers have an individual development plan so all can grow. On several occasions it is my turn to be the senior Manager of the whole hotel over certain weekends. I have the responsibility over a very large budget.  I sometimes assist with the openings of our Jumeirah European hotels including the planning, review of mock up rooms and onsite work.

How many staff are you responsible for?

Up to 100 staff

What areas are you responsible for?

Rooms, Public areas, Linen room, uniforms, valet, showcases & general upkeep of the hotel.

What would your typical day be like?

There is no such thing as a typical day, every day is different. I usually start at 8.30am with emails and then the Management team meets at 9.00am. I may have a day of meetings with suppliers, presentations on refurbishments. I spend time working on cost control, sourcing new ideas, organizing the reparation and recovering of areas/furniture, recording and tracking all invoices, controlling and general supervision. I get called by UK or European Hotels for assistance or advice I meet with guests and of course I have a briefing with the team. I usually finish at 7.30 – 8.00pm. As Chairman of the UK Housekeepers Association I have work commitments with that too.

What are your top three challenges this week?

1. Renegotiating every showcase contract, interviewing and finding new clients for the showcases. Doing a feasibility study on the construction of new ones.
2. Review of the 2013 budget
3. We are currently reviewing a change in legislation with regards to agency staff and I need to review how we will balance our manning in 2013 between temporary staff, permanent staff and agency staff.

How did you choose those managers under you?

My four most senior assistants have been with me for years. We focus on each person’s core strengths to ensure these combine well with each other. Personality is a key factor. We have a good team and for this reason we can ensure we develop and nurture each individual. We promote from within 80% of the time, the other 20% is hired from outside and bring with them new ideas and perspectives.

What criteria?

Their strengths, job skills, commitment and personalities are all important.

How do you deal with staff coming from different cultures?

I believe it is important to be aware of different cultures; I try not to have a majority of any one nationality. My team is not permitted to speak their mother tongue other than English in front of others. Everyone is well integrated and everyone is treated the same. Team spirit and training with a buddy ensure everyone is unified into our big family. The staff restaurant offers food from all over the globe; this educates us on all different culinary delights and promotes a motivating environment and hence reduces absenteeism.

How does pre-opening work compare with working in an existing property? What are the top challenges in an opening?

Being involved at the planning stage of a project is a big advantage. Ensuring there are sufficient funds in place at the start and getting involved in the mockup room important. Often I get called on to review plans before the hotel is constructed. It is vital that a Housekeeper approve plans at this stage to ensure the work flow and spaces are correct.  For example when I was involved in a project in Majorca, I spoke to many Housekeepers there and learnt essential information such as staff requiring summer and winter uniforms and the need for a refrigerated rubbish and recycling area at the loading dock because of the heat in summer. Consideration on how employees will commute was important and the ways that different levels of staff work together. When undertaking any project, I love reviewing plans and elevations. I also enjoy the travel aspect of experiencing new cultures, reviewing new spaces, new machines, equipment, technology and meeting new people with different ideas and perspectives.

What are your top 3 tips for success in Housekeeping Management?

1. Know finance and be in charge of the financial workings of your Department
2. Focus on what you need to achieve to reach the standards required.
3. It is all about your team. Be flexible, treat everyone as an individual. Be fair and communicate as much as possible to each and every one.

If you had to do it all over again what would you do differently?

Not a lot.  You need to make mistakes to learn by them and grow.

Had I known, I would have developed my financial acumen faster, now knowing how important this is for a Housekeeper.

We, as Housekeepers often undervalue ourselves, now I spend time promoting our role. This has improved the awareness of our importance within the operation and has emphasised my own position within the hotel.

What advice would you give someone starting out in housekeeping?

1. You need to have a strong personality and be able to stand up for yourself
2. You need an eye for detail and a wide vision
3. You need to be able to solve problems
4. You need imagination
5. You need to be able to think on the spot
6. You need to be organized and focused.
7. You need to be a motivator and act always fairly.
8. Do not accept micro-management if you want to perform properly.
9. You have to be flexible.

How about your personal life? How do you balance work and home life?

My daughter grew up with little support, on the positive side this made her stronger and more independent. I have an extremely supportive partner, someone who accepts all that I do.

What do you do for fun?

Horse riding, skiing, sailing and decorating. I love new ideas. I would rather spend my Sunday in a DIY shop than in a girly shop.

How do you think housekeeping management has changed since you started?

I feel the role has been downgraded over the years because Housekeepers have lost control of the finances of their Department. This is not the same for other Departments. Too many Housekeepers are promoted too quickly and there are not enough Professional Housekeepers to teach and train the next generation. Since Rooms Division Managers came into play, Housekeepers are lower paid and the role is less attractive creating a down ward spiral.

Where do you think it is heading?

Hotels are starting to realise they need the expertise of a good Housekeeper to achieve high standards, properly manage costs and save in the right areas of the operation without compromise. Websites like TripAdviser have increased the awareness of the importance of service and standards. Housekeeping is no longer a department that should be used to make savings. A bad reputation is very costly.

About Jumeirah Carton Tower

The 5 star Hotel has 220 rooms and diverse banqueting suites with a wonderful pool, gym, golf simulator and massage/therapy rooms. It is situated in the heart of Knightsbridge and is located within walking distance of Harrods and Harvey Nichols department stores and the exclusive designer boutiques of Sloane Street. Jumeirah Carlton Tower was voted Europe’s Leading Business Hotel 2011 at the World Travel Awards; top three best hotels for service in the UK in the Condé Nast Traveller Gold List 2011 and 4th place for Best UK Business Hotel in the 2010 Condé Nast Traveller Readers’ Travel Awards.

About Lycette & Associates

L&A specialises in all aspects of Housekeeping Management including on-site consulting, training and development workshops including assistance with initial set-up of housekeeping operations at the pre-opening stage. L&A also undertakes customised operational reviews of existing housekeeping operations identifying and improving the effectiveness and efficiency of current departmental procedures. For more information visit www.lycetteandassociates.com or e-mail info@lycetteandassociates.com

Interview with Shanti Persaud-Tiwari, Director of Housekeeper – Marina Bay Sands Singapore

Shanti Persaud-Tiwari

Meet Shanti Persaud-Tiwari, Director of Housekeeping at the Marina Bay Sands, an integrated resort overlooking Marina Bay in Singapore. This enormous resort features a 2,561-room hotel, convention-exhibition centre, retail outlets, a museum, two large theatres, seven “celebrity chef” restaurants, two floating Crystal Pavilions, an ice skating rink, and the world’s largest atrium casino with 500 tables and 1,600 slot machines. A 340m-long SkyPark with a capacity of 3,900 people atop the complex and a 150m-infinity swimming pool complete this impressive resort, which opened its doors in February 2011.

We are delighted that Shanti is able to share some of her valuable housekeeping experiences.

Q&A with Shanti Persaud-Tiwari

What is your cultural background?

I am of East Indian origin.

Where were you born and where did you grow up?

I was born and raised in an agricultural country in South America, before migrating to Canada.

What was your career path to date?

My career path spreads over three continents, four countries and 12 hotels.

What was your first role as Executive Housekeeper?

I was Director of Housekeeping for Westin, Edmonton in Alberta, Canada, which was a 416-room hotel.

What challenges did that bring?

Being head of the department in the same hotel where I had my first job as a Housekeeping Management Trainee, I had to learn how to manage change and the challenges that each role brought about.

What was is your current position and Hotel? What are your job responsibilities at your this hotel?

MBS Floral Department

I am the Director, Housekeeping Operations at Marina Bay Sands, an integrated resort in Singapore.  A primary focus of my job is to ensure that my team and I continue to be innovative and adaptable to meet the demands of today’s discerning guests. I concentrate on using resources that help us deliver the highest quality standards of cleanliness and ambience through the upkeep of guestrooms and other departments such as Wardrobe, Laundry and Bay Floral.
How many rooms/ suites are there in the Hotel and what other facilities?

Marina Bay Sands is the leading business, leisure and entertainment destination in Asia. It features large and flexible convention and exhibition facilities, 2,560 hotel rooms and suites, the rooftop Sands SkyPark, the best shopping mall in Asia, world-class celebrity chef restaurants and an outdoor event plaza. Its two theatres showcase a range of leading entertainment performances including world-renowned Broadway shows. Completing the line-up of attractions is ArtScience Museum at Marina Bay Sands which plays host to permanent and marquee exhibitions.

How many staff are you responsible for?

My team comprises of over 450 team members, of which 70 are leaders.

and what areas were you responsible for?

I oversee the operations of Housekeeping which comprise of:

-        Rooms & Suites – we have 2,365 Rooms and 196 Suites

-       Laundry – we have an external laundry operation that handles 15 tons of linen daily

-        Wardrobe – we handle the uniforms for over 9,000 full-time Team Members and 1,500 part-timers on a daily basis, with a GIMS system of 18 conveyor belts, each of which holds 620 garment bags. Each team member has an average of 9 pieces of uniforms; this means handling almost 95,000 garments.

-        Bay Floral – we handle the internal floral requirements for the Hotel, Restaurants, Casino as well as external floral requests from guests.

What is your typical day like?

A typical day for Housekeeping is 1,200 rooms checking out and the same number checking in. Our guests arrive earlier than the 3:00 p.m. check-in time, and most guests prefer to linger on past the 11:00 a.m check out time.

My day starts with a review of all-important matters for the day and going through a recap of the previous day’s statistics and operational activities, before I attend shift briefings. By this time our Daily Operations Meeting takes place, and after this, it is very convenient to catch up with all my peers on issues or outstanding items.  While it is easy to have up to four hours dedicated to meetings about planning, human resources, analysing or exploring improvement opportunities, there is always time to tour the areas on a daily basis.  Towards the end of the day, it’s time to bid a pleasant evening to the majority of our day shift Team Members. I then gather the leaders for a quick update on the day’s outcomes and plans for the next day.  When all is quiet after the team has gone home, it is time to catch up on serious issues that may require undivided attention for an hour or two.  While this may be the overall structure of a typical day, time must be set aside for emergencies, meetings with guests or attending to impromptu important situations that may occur from time to time.

Shanti in Wardrobe

What are your top three challenges this week?

1. Getting through having to turn over 1,700 check-out rooms for guest arrivals between 11:00 a.m. – 3:00 p.m. for most of the week
2. Consolidating an abundance of ideas into a smaller list for our yearly upgrades or the next year
3. Making plans to accommodate a group of guests who abide by Sustainable principles and would expect our overall property to be fully environmentally friendly.

How did you choose those managers under you?

I believe in matching talent with responsibility and relationship, besides choosing managers with the right attitude. I prefer to promote from within the department as a way to motivate my team members.

What criteria?

• A passion for all things ‘hospitality’
• Commitment to the values of the hotel
• Adaptability and resourcefulness
• Hospitality experience

How do you manage moving from country to country?

Very easy: I find the right people contacts, ask for assistance, learn the laws and regulations quickly and follow the country’s rules.

How do you deal with different cultures?

In Marina Bay Sands, we have 61 nationalities within our workforce.

Learn, adapt, respect and integrate:  sharing knowledge and experiences and learning new behaviours help to make cultural integration easier and well respected. Dealing with language barriers is not at all challenging – English is a universal language commonly used in Singapore. Besides, there’s always a ready pool of interpreters within our working teams to help facilitate discussions and sharing of ideas.

Shanti and her Housekeeping Team

How does pre-opening work compare with working in an existing property?

In pre-opening, there is a different energy due to the newness of everything. It was exhilarating to watch a building being created from ground up; to experience the arrival of all FF&E; and to watch the teams come on board; and to ‘create’ a department – all these are not found in an existing property.  There is also the privilege of being the absolute first to establish policies, procedures and standards, and to watch all these come to fruition.

What are the top 3 challenges in an opening?

1. Not having the FF&E arrive on time, according to delivery dates
2. Opening before all team members can be fully trained, as this is the key to success
3. FF&E “punch lists” not being completed before opening day

What are your top 3 tips for success in Housekeeping Management?

1. To have a genuine passion for people and an overall positive attitude.

This will help with team member relationships as well as ensure guests enjoy a memorable experience with every visit.

1. To be flexible, resourceful and adaptable

Housekeeping means multi-tasking, despite not always having the right number of staffing or other resources. One must be able to think quickly and find creative means of addressing shortfalls

1. To be organized, task oriented and acquire excellent follow up skills

Such attributes assist any budding manager to becoming a true role model for the profession

If you had to do it all over again what would you do differently?

I would surround myself with talented colleagues and focus on a schedule with the right work life balance.

What advice would you give someone starting out in housekeeping?

To be a good listener and have effective communication skills; to have patience and be able to multi-task and also to remain organized and systematic in daily duties. Having a positive attitude and a good sense of humour are great assets as well.

How about your personal life? How do you balance work and home life?

I am able to have a good balance because I have a skilled and talented team so there is always someone ready to step up into a higher role.

What do you do for fun?

Explore this beautiful country of Singapore and its neighbouring countries. I love to take long walks along the Bay where I can immerse myself in the greenery and lush spaces.

How do you think housekeeping management has changed since you started?

Housekeeping is becoming more technologically developed and there are less labour intensive activities, for example, there are now electronic ‘bed-lifters’ that help to make bed-making process easier. The room product have also become more sophisticated to meet the comfort and expectations of today’s well versed guests.

Where do you think it is heading?

The future of Housekeeping is no longer simply lodging. Housekeepers are moving away from traditions and becoming more technologically inclined and are finding more innovative means of providing Housekeeping duties and guestroom amenities and features.  More emphasis is placed on training and development of the teams and more measureable tools are in place to monitor success.  In Housekeeping, it is difficult to attract a workforce who favours such a labour-intensive job. As such, Housekeepers have to be more resourceful to attract the right people for the right jobs. The compensation packages for Housekeepers will become more attractive as the skills and qualifications are better developed to build a special breed of Professional Housekeepers.

About Lycette & Associates

L&A specialises in all aspects of Housekeeping Management including on-site consulting, training and development workshops including assistance with initial set-up of housekeeping operations at the pre-opening stage. L&A also undertakes customised operational reviews of existing housekeeping operations identifying and improving the effectiveness and efficiency of current departmental procedures. For more information visit www.lycetteandassociates.com or e-mail info@lycetteandassociates.com

PHAN puts the spotlight on Catherine Barbeoch – Executive Housekeeper, Sofitel Wentworth

In 2005 Catherine entered Hospitality Management in her native France.  She was studying for her MBA with an internship requirement and she gained a traineeship at Four Seasons in Paris. At her interview she cited her ambitions in Rooms Division.  The General Manager had a background herself in Housekeeping and looking at Catherine’s experience to date in Front Office  – suggested a good stint in housekeeping was just what was needed to balance her experience to become a great Rooms Division Manager.

It was not love at first encounter – Catherine very frankly laughs and tells us she “hated” housekeeping to start.  But over the 2 years of her traineeship experience, her appreciation of housekeeping services expanded and her confidence grew and she now speaks of the wonderful diversity of Housekeeping professionally and the opportunity it presents to contribute widely to efficient and effective rooms management.

Catherine is a fast track lady – following her internship in Paris, she landed a job as No. 2 in Housekeeping for a new opening at Shangri La in Singapore.  Another 2 years there and a door opened to Sydney, her desired work location. Her mother saw the position at Sofitel Sydney on the internet , Catherine made a pitch for it and won the posting. Catherine came to Sydney in 2010 to take up this key position.

Catherine is enjoying her time in Sydney and is looking forward to a visit from her mother this year.

The Sofitel Sydney Wentworth commenced life back in 1966 as Wentworth Hotel.  It was always a grand hotel where many important and lavish events were held in the ballroom and the 436 guest rooms were the toast of the town

Now after all those years Catherine is master at managing a refurbishment programme of the 154 Classic Rooms, an amazing feat (including cutting into walls) to add 2 square meters to each room.  The upgrade will focus on the carpets, lighting, curtains – as well as some furniture.  She has devised a tight 8-week turnaround to do all the work required and return the rooms to inventory.  She will have her hands full keeping to the schedule.

PHAN members are looking forward to a special viewing of the 1966 iconic rooms with a new look.

For more information about PHAN (Professional Housekeepers Association of NSW) contact Mavis Hedrik email: mavis007@tpg.com.au

Interview with Philip Cram, Facilities Manager 
Wolgan Valley 
Resort and Spa

Wolgan Valley resort and Spa borders the Greater Blue Mountains World Heritage region, less than 3 hours by road from Sydney, this carbon-neutral resort actively protects its surrounding habitat and indigenous wildlife species while delivering first-class standards and quality expected in luxury resorts around the world. L&A’s Liz Lycette, recently visited the resort and had the opportunity to meet with Phil Cram, the resort’s facility manager and found out more about the challenges Phil faces maintaining the resort’s carbon neutral status while ensuring the functionality of all the resort’s support services.

Here Phil tells us a bit more about his background and daily routine.

What is your cultural background?
Australian Born – Scottish Parents and Wife.

Where were you born and where did you grow up?
Born In Lithgow NSW Grew up in Fairfield and North Parramatta. Sydney NSW

What was your career path to date?
Starting With 17 years with the Naval Dockyard – Garden Island as a Naval Architect working on all ship systems connected to the hull – Air conditioning, heating ventilation, refrigeration, fire fighting etc. Moved to Peppers Fairmont Resort at Leura as Chief Engineer (8 Years) then moved to Mirvac Hotels as the NSW Regional Chief Engineer and finally Emirates as the Facility Manager.

What was your first role as Facilities Manager?
Peppers Hotels and Resorts – I moved from the Chief Engineer for Fairmont Resort into a group role assisting with all Assets

What challenges did that bring?
The transition from ships to hotels was less challenging than expected, as most systems are fairly common. And at least hotels don’t move around.

What is your current position and Hotel? What are your current job responsibilities at your hotel? I am currently the Facilities Manager which is part of the hotel’s executive. I am directly responsible for :
1. The Engineering Team – who look after the assets
2. The Field Guide Team – whom provide the guest experiences and
3. The Security Team. I am also responsible for the Conservation Reserve and the Flora and Fauna in the reserve.

How many staff are you responsible for?
3 x Security,  9 X Field Guides and 8 x Engineering

What areas are you responsible for?
1. Engineering 2. Field Guide 3. Security 4. Conservation

What would your typical day be like?
Currently a lot of my day is taken up with the engagement of contractors to supplement  the current workforce. Assisting with Engineering decisions. Guest Interaction and Staff administration.

What are your top three challenges this week?
1. To have our Waste Water Treatment plant certified
2. Recruit a qualified Pool Technician.
3. To complete the installation of a gas pool water heating system.

How did you choose those staff under you?
We usually have 2 interviews 1 x phone and 1 x face to face where we look for attitude firstly and skills/experience. If they pass through the interview stage we then invite them to work with us for a day so we can both see if it will work between us.

What criteria?
Firstly we look for the correct attitude – the applicant wants to be part of the Wolgan family. And secondly experience and skills relevant to the position applied for.

How does pre-opening work compare with working in an existing property? What are the top 3 challenges in an opening?
Pre opening is hectic compared to operating an existing property. There are tight deadlines to be met and materials purchase and supply, recruitment of staff and establishment of policies and procedures. An existing property that has been properly set up with a computer based management system requires a lot less engineering input.

What are your top 3 tips for success in Facilities Management?
1. A good engineering Knowledge
2. A strong organization skill.
3. Strong communication skills

If you had to do it all over again what would you do differently?
Yes. Tougher attitude to builder/contractors

What advice would you give someone starting out in facilities Management?
Be prepared to work 24/7.

How about your personal life? How do you balance work and home life?
Badly, Facilities Management is 24/7and requires a commitment from the Facilities Manager’s family.

What do you do for fun?
I shoot (hunt and target) I fly (own my own plane) and motorcycle riding.

How do you think facilities management has changed since you started?
Since I became a Facilities Manager the greatest change is a move to more sustainable solutions and to become ‘greener’ in business.

Where do you think it is heading?
There will always be a need for this type of position. The changes will come with the use of in-house and out sourced labour. There will be an ever-increasing need to find better Eco solutions to the way we do business. To be successful in Facilities Management will require the manager to keep abreast of what is happening in the Eco/Conservation/Sustainability areas.
About Lycette & Associates
L&A specialises in all aspects of Housekeeping Management including on-site consulting, training and development workshops, assistance with initial set-up of housekeeping operations at pre-opening. The Company also undertakes customised operational reviews of existing housekeeping operations identifying and further improving the effectiveness and efficiency of current departmental procedures. For more information visit www.lycetteandassociates.com or e-mail info@lycetteandassociates.com

Interview with Josephine Wallis, Executive Housekeepers – Burj Al Arab

Josephine Wallis is in charge of Housekeeping at the Burj Al Arab and knows about the challenges of housekeeping in a 7 star luxury hotel. Burj Al Arab does not have rooms; it has 202 suites, where each one is arranged over 2 floors. Ranging from a spacious 170 sq m to an astonishing 780 sq m in size, the floor to ceiling glass windows offer simply breathtaking views of the Arabian Gulf.

Decorated with lavish textures and exuberant colors, each suite features a sumptuous living and dining area, state of the art entertainment system and office facilities. Their sheer opulence in every tiny detail is underpinned with technology that does everything from controlling the 42 inch Plasma screen TV to closing the curtains. 

An extensive range of full-size Hermes bathroom amenities, a decadent bath menu with music and oils, and an alternative menu offering a range of 13 pillows to choose from are also provided as standard in all the suites. In this article Josephine shares some of her experiences with us. By Liz Lycette

What is your cultural back ground?

I am from a rural farming background.

Where were you born and where did you grow up?

I was born in the UK and grew up on a farm in the county of Lincolnshire – a very quiet part of the UK.

What was your career path date?

After college I worked in London for 9 years as a Floor Supervisor and Assistant Housekeeper. I then moved out to Dubai, where I have worked for the past 13 years with the Jumeirah Group.

What was you first role as Executive Housekeeper?

I was Executive Housekeeper at The Jumeirah Beach Club, a 50 suite boutique hotel. After three years I moved as Executive Housekeeper to the amazing Burj Al Arab.

What challenges did that bring?

The main challenge was going from a team of 200 colleagues, which I had at Jumeirah Beach Hotel back to a team of 30 and teaching them how to multi skill.

What is our current position and Hotel? What are your current job responsibilities at your hotel?

Currently I am Executive Housekeeper at the Burj Al Arab hotel in Dubai responsible for cleaning the inside of the hotel. At the hotel, housekeeping also looks after linen, uniforms and flowers and we have a small on site laundry. That is the practical part of the job, the creative part is then to inspire and motivate the team on a daily basis and challenge them to continually improve.

How many staff are you responsible for?

I oversee a team of 270 colleagues.

And what areas are you responsible for?

Cleaning of suites and public areas, linen, laundry, uniforms and flowers.

What would your typical day be like?

Our very busy time is from 12 noon to 4pm when we have our back to back departures and arrivals.

What are your top three challenges this week?

I am writing this article just before Valentines Day so I have to ensure I have 5,000 red roses so we can prepare our lobby arrangements. Secondly, marketing have arranged a photo shoot and they want to cover the infinity swimming pool with rose petals. We are trying to come up with an alternative as if we totally cover the top the petals will damage the pump and filters. Thirdly, food and beverage have ordered large round tablecloths and the laundry are struggling to process them and return to the hotel free of creases. So we are trying to work on a solution.

How did you choose those managers under you?

I like to promote from within and feel this is essential with such a large team.

What criteria?

This will only be successful if you can identify colleagues with passion, drive and commitment for housekeeping.

How did you manage moving country to county?

Dubai was the first overseas country I worked in and after 14 years I am still there so I must have managed ok.

How do you deal with different cultures?

I have a team which includes about 15 nationalities and therefore many different cultures but on the whole we all work very well together. We have a strong company culture which includes 3 hallmarks and 6 guiding principles, one of which is teamwork and these also help in our day to day activities.

How does pre-opening work compare with working in an existing property? What are the top 3 challenges in an opening?

Haven’t experienced a true pre-opening as have just managed take overs of existing properties.

Going to Middle East from Europe, what are the 3 main differences in your management style?

The major difference was going into a culture where everyone truly wants to do things for you. I’ve found, the Middle East to be a region of the world that prides itself on giving. It’s nice to work in an environment with this as part of their culture. The second main difference is having a team of full time colleagues and working with very few contract staff. The third difference is adapting your management style to work with 80% male and 20% female staff where as in London it was 80% female and 20% male.

What are your top 3 tips for success in Housekeeping Management?

1. Support your colleagues- give them a chance to shine, listen to them and give them time to train.
2. Be a good role model – be considerate, act calmly, act with integrity and lead by example.
3. Understand your colleagues – Reward them, set them goals, give feedback on their performance and communicate with them.

What advice would you give someone starting out in housekeeping?

Perseverance, perseverance. Housekeeping is a round the clock commitment and requires discipline to ensure you have great work life/life balance. I’ve found that balance and surrounding myself with a committed and disciplined team means we can all enjoy life as much as our careers.

What do you do for fun?

Last year I bought a bike so in cooler months it is nice to cycle around Palm Island in Dubai. I am also planning to do a vertical marathon in April and climb the fire exit stairs in the hotel twice a week but not sure that is fun!!

How do you think housekeeping management has changed since you started?

For me, housekeeping management is much more about ensuring the guest has a memorable experience each time they stay rather than cleaning standards.

Where do you think it is heading?

At Burj Al Arab, our aim is to create the ultimate experience for all our guests. Providing an experience that lasts a lifetime, is paramount and something we constantly strive for. We never loose sight of that as a goal.

For more information on the Burj Al Arab visit: http://www.jumeirah.com/hotels-and-resorts/destinations/dubai/burj-al-arab/

About Lycette & Associates

L&A specialises in all aspects of Housekeeping Management including on-site consulting, training and development workshops including assistance with initial set-up of housekeeping operations at the pre-opening stage. L&A also undertakes customised operational reviews of existing housekeeping operations identifying and improving the effectiveness and efficiency of current departmental procedures. For more information visit www.lycetteandassociates.com or e-mail info@lycetteandassociates.com

Interview with Jenny Goh – Assistant Director Environmental Services, City of Dreams, Macau

Jenny Goh

Lycette & Associates was on another assignment in Macau recently and met up with the City of Dreams’ Assistant Director Environmental Services, Jenny Goh. The City of Dreams, widely known as COD or COD Macau in the industry is an integrated entertainment resort in Macau with entertainment, nightclubs, a diverse array of accommodation, regional and international dining, shopping and 2 casinos. The City of Dreams is situated along the Cotai strip and opened its doors in 2009. The resort comprises 3 hotels Crown Towers Hotel (300 rooms), Grand Hyatt Hotel (800 rooms) and Hard Rock Hotel (300 rooms)

Liz Lycette caught up with Jenny for an interview. Here Jenny tells us about her experience at the City of Dreams (www.cityofdreamsmacau.com).

What is your cultural background, where were you born and where did you grow up?

I am a Malaysian, Chinese; I was born in Malaysia and grew up in Kuala Lumpur

What was your career path to date?

My first taste of the hospitality industry was working at Melia Kuala Lumpur, Malaysia and my first job there was as a Housekeeping Coordinator. Having never before worked in hospitality, it was quite an interesting and challenging role! I spent nine months working as a coordinator and then was promoted to the role of Public Area Supervisor, which was really tough and a good change. I was responsible for maintaining public areas to the highest of standards in line with company benchmarks. I had to ensure all staff members were trained to deliver a superior cleaning service in rooms and all public areas as outlined in SOP’s. I was really lucky to have had a wonderful superior, who shared with me all her years of knowledge. Her departure opened the door for me to be promoted to the role of Assistant Housekeeper. From there I moved to Director of Housekeeping, which is where I am today.

What was your first role as Executive Housekeeper?

My first role as a EH was with the Pan Pacific Johore Bahru, I joined them as an Assistant Executive Housekeeper and was promoted after eight months to Executive Housekeeper.

What are your current job responsibilities at your hotel?

I am responsible for the effective management of the Environmental Services Department, which includes property presentation, Waste Management, Pest Control, Employee Wardrobe and Kid’s City. I am in charge of quality control to maintain the five star standards and achieve its annual EBITDA budget by developing and implementing short and long-term strategies. This also involves entertainment departments such as The House of Dancing Water and Bubble Show cleaning operations. It is my job to come up with a succession plan for the whole department, to develop and implement a quality assurance program, cost control, review the quality of all uniforms and replace progressively as they complete their life span and another responsibility is to increase Kids’ City visitation and revenue.

How many staff are you responsible for?”
In total of 465 staff

• EVS (Environmental Services) – 371 Macanese, Vietnamese, Malaysian and Filipino
• Kid’s City – 26 Macanese, PRC and Vietnamese
• Wardrobe – 38 Macanese, PRC and Vietnamese
• Courtesy Team 14 PRC, Vietnamese and Filipino
• Cloakroom 16 Macanese and Filipino

What would your typical day be like?

I start my day on my computer and follow up on emails. My communication is usually done via email. I am usually ‘connected’ 24/7 and I’ll respond to work emails within an hour (during the weekend as well). It gives my guests or colleagues the support they require. They appreciate the extra attention and I don’t mind giving them that extra support. Then I meet all managers, supervisors and staff for the morning briefing, discuss with the overnight shift manager any follow up, special cleaning or staff issues.  Next I prepare for subsequent meetings, follow up with suppliers, external / internal departmental meetings, staff meetings. I spot check on garment quality being delivered from the vendor, inspect EVS areas such as lobby, casino, toilets, exterior and HOH areas. Review all reports for budget, approve stock for the day; follow up with other departments on any outstanding issues. I visit the Kid’s City and tour the area and find out what business issues we are dealing with.

What are your top three challenges this week?

The biggest issue for me and for Macau in general is the high turnover of staff. Inadequate wage levels lead to employees moving to competitors regularly. There are no other major challenges at the moment.

How did you choose those managers under you?

I will usually look for a team player. The person we choose doesn’t have to be very experienced but they do have to have positive qualities. We also look for a willingness to adapt to change and someone always prepared to go the extra mile to achieve better results. To be frank I don’t like lazy people in my team!

How does pre-opening work compare with working in an existing property? What are the top 3 challenges in an opening?

Initially I was working as a Project Manager in Shenzhen; I did the opening for a Resort Spa and managed that after opening. The main goal of the pre-opening team is to build on experience and create excitement about the Hotel grand opening. The most important challenges are:-

• Meeting datelines
• Expectation/Goal Achievement
• Staff Relationship/Connection
• Communication

What are your top 3 tips for success in Housekeeping Management?

• Understand the job description
• Have a positive attitude
• Knowledge
• Micro-management/leadership skill

If you had to do it all over again what would you do differently?

I am most appreciative of all the opportunities I have had. Doing it over again, I would remind myself about the wonderful things in my life. For me personally I find that working on making each day a happy day is more sensible than trying to come up with a two or three year plan. I am always open to the opportunities that are presented to me. My philosophy is “Quality is more important than Quantity”.

What advice would you give someone starting out in housekeeping?

• They need to learn from the bottom up.
• They need to learn the importance of departmental operational processes
• They need to be open to change
• They need to set high performance goals

What do you do for fun?

• karaoke
• listening to music
• yoga

How do you think housekeeping management has changed since you started?

The Housekeeping has had significant changes, especially in the area of productivity; we now have systems in place to measure this. Technology in this area has really taken off. When I started in housekeeping we only had basic reports from front office and basic communication, now we are able to manage the department using different technologies and improve communications.

Where do you think it is heading?

In the future we will have more technology and more systems to tackle the running of the housekeeping department with more precision.

About the Author

Liz Lycette, founder of Lycette & Associates was born in New Zealand and is a graduate of École Hotelière de Lausanne, Switzerland. She started her career in the hospitality industry in 1981 and at the age of 23 became Executive Housekeeper for the grand opening of Mandarin Oriental in Macau. She subsequently held this position at The Conrad Hong Kong, Mandarin Oriental Jakarta, Le Meridien Hotel, London, and The Regent Hotel, Sydney. Liz was also Project Manager for the opening of 3 properties in China for Harbour Plaza Hotels and Resorts.

Liz established Lycette & Associates in 1999 and has since undertaken hospitality consulting assignments and training both in Australia and overseas including work for Moevenpick Middle East, Taj Hotels & Resorts in India and Australia, Marriott Hotels India, Hong Kong Hotels Association, Langham Hotels & Resort, Venetian Macau, Hotel Nikko Bali, Galaxy Macau and Westin KL. Liz’s extensive international expertise and considerable Housekeeping knowledge, has given her a truly multi-cultural approach and a wide range of diverse contacts throughout the industry. Her excellent organisational skills, adaptability and integrity enable her to complete any assignment with energy, efficiency and positive results.
About Lycette & Associates 



L&A specialises in all aspects of Housekeeping Management including on-site consulting, training and development workshops including assistance with initial set-up of housekeeping operations at pre-opening. The Company also undertakes customised operational reviews of existing housekeeping operations identifying and further improving the effectiveness and efficiency of current departmental procedures. For more information visit www.lycetteandassociates.com or e-mail info@lycetteandassociates.com

City of Dreams

Interview with Sharmila Tandon – Director of Rooms, Mandarin Oriental New York

Sharmila Tandon

When Liz Lycette is anywhere on business or holiday she always takes the opportunity to get together with industry experts and housekeeping professionals. During a recent visit to New York, Liz was able to meet up with Sharmila Tandon, Director of Rooms at the 5 star luxury Mandarin Oriental New York in Central Manhattan. This centrally located 248-room hotel, high above Columbus Circle, opened in 2003. The rooms start at the 38th level up to the 54th level; all of the rooms have breathtaking views over Central Park and the Hudson River.

What is your cultural background and where were you born?

I was born in New Delhi, India and completed a Masters degree in English Literature before coming to New York in 1992.

What is your career path to date?

Upon my arrival in the US, I began an internship with a small hotel on the Eastside in New York. First in front of house, then back of house and I finished as a housekeeping office coordinator.

I was moved up through the ranks of Housekeeping there to the position of Director of Housekeeping. I then worked at Trump International as Director of Housekeeping and moved from there to take on the opening of the American flagship hotel for the Mandarin Oriental Hotel Group.

In 2008 I was promoted from Director of Housekeeping to Director of Rooms. There is currently no Director of Housekeeping; I oversee the Housekeeping Department with the help of an experienced and capable Assistant Director of Housekeeping & a strong team of Housekeeping Guest Floor Managers.

Where was your first role as Executive Housekeeper?

At the Tudor Hotel on the eastside, New York

What are your current responsibilities as Director of Rooms at Mandarin Oriental New York?

I am responsible for 175 staff in Housekeeping, Concierge, Bell Desk, Front Desk Guest Relations and PABX, 25 of my team members have a managerial or supervisory role.

What is your typical day like?

I begin my day at 8.30 am with a walk through of all Public areas. I print out all the reports from the night before to prepare for the morning’s operations meeting at 9.30am. A weekly meeting follows this being either  R&M or Revenue Management or Executive Committee meeting. We also review the daily arrivals and  VIPs highlighting any special requests and lists of preferences.

If time allows, I take a quick lunch in the staff cafeteria. Each afternoon we have VIP walk thrus of arriving guests. This is conducted with a representative from Front Office, Engineering & Housekeeping. Later in the afternoon, there are meetings and preparation work for the upcoming renovations.  So far 3 speciality suites have been renovated since the hotel opened. There are another 64 rooms due to be renovated in July and August of this year over an 8 week period.

I oversee all large purchases, while the office coordinator liaises with Purchasing for the regular weekly purchases; purchasing is all handled electronically as we are trying to be as paperless as possible.

During the day there are review meetings with the Engineer which also require joint decisions on Capex and FF&E requirements including issues for the renovations. This includes liaison for replacement of carpets and re upholstery.

The upkeep of the rooms to the highest possible standard is paramount so the Engineer runs an aggressive R&M programme where floors are taken out of inventory for a thorough maintenance review including full re-grouting, painting, marble polishing and steaming of mattresses & other furniture.

How do you choose those Managers under you?

They must have a really exceptional attitude, be personable and have a great interest for detailed housekeeping and the hotel industry.

As future housekeepers, they must have an eye for design, an understanding of finance, lots of initiative and have the right personality.

What are your 3 top tips for Success in Housekeeping Management?

An eye for detail and precision is a must

A level of creativity and an artistic flair – this is important for the creative aesthetics of the job such as floral; this is something which can’t be taught.

The absolute need to care for people. Being the leader of a large group of staff this is also essential.

If you had to do it all over again, what would you change?

I wouldn’t change much. The hotel business is very addictive and you must have a lot of passion and energy to work in it.

What advice would you give someone just starting out?

My advice would be to undertake lots of relevant courses and always be willing to learn more. Make sure you have an intrinsic understanding of the basics and develop an eye for detail. Be open to learn more from the competition, and to see what others are doing as this will help you have a clear understanding of the industry.

How about your personal life, how do you balance work and home?

I am lucky that I can switch off from work when I am home and concentrate on my young son – he is the number one priority in my life.

What do you do for fun?

We have a really active family life, we love playing sports in the parks including biking and roller blading. We are often out in the countryside hiking and being together with nature. We enjoy travelling and this allows all of us to see and appreciate different places & people

How has Housekeeping Management changed since you stated?

It hasn’t changed that much although it’s importance is definitely recognized more today. I feel GM’s are now more generally supportive and appreciative of their Housekeeping teams. They see the value of the role Housekeeping plays to the core product.

Where do you see housekeeping heading in the future?

I am hoping this recognition will become stronger. Housekeepers should always aspire to go further. Spend time at Front Desk and understand how both operations work to get a clearer understanding of the rooms and hotel operation as a whole.

What is different about working in New York as opposed to other areas of the States?

Most New York hotels are unionised. The unions set up a framework to benefit their members and then negotiate with the hotels. Hotels which follow the clearly laid down rules and treat all staff equally work well with the unions. The objective is to present a harmonious relationship, working towards providing exceptional guest service and staying aligned with our competitive set.

What are your 3 challenges this week?

The remodelling of the guestrooms as I mentioned earlier takes place later this summer; planning all logistics around it. I have also a meeting with a Holiday Decorations company to look at new concepts for the upcoming holiday season. I will be attending an intensive workshop conducted by David Richey, our mystery shopper company. The 11 hours of training is expected to be very thorough and includes lots of exercises and role plays.

Interview with Dina Angelucci – Assistant Vice President – Housekeeping and Environmental Services Galaxy Macau

Dina Angelucci

By Liz Lycette

Meet Dina Angelucci, Assistant Vice President for Housekeeping and Environmental Services at Galaxy Macau. Dina is responsible for Galaxy Hotel with1459 guest rooms and a number of the shared services to the entire Galaxy property. Galaxy Macau a 550,000-square-metre property comprises of the 1,459-room Galaxy Macau hotel tower complete with casino and entertainment areas and two other hotel partners, Hotel Okura Macau and Banyan Tree. This also includes retail facilities, more than 50 food and beverage outlets, the gaming facilities comprises of 5 gaming halls and VIP gaming rooms on 3 levels, gardens, the world’s largest sky wave pool with a 350 tonne white sand beach and an  additional 5 swimming pools. Furthermore Dina is in charge of wardrobe, linen, floral and environmental services across the resort with a total of 800 staff and budgets in the millions.

What was your career path to date and how did you start in housekeeping?

I was born in Melbourne and began my hospitality career by studying at William Angliss College in Melbourne. After three years of study I graduated with a certificate of catering.

My first job was as a Room Attendant at the President Hotel in Melbourne. I was promoted to Supervisor after 9 months and then moved to the Menzies at Rialto. I joined The Como in the position of Assistant Executive Housekeeper. Next I worked at the 200 room Park On Exhibition as Executive Housekeeper for a period of 5 years.

A stint in Far North Queensland saw me involved in yet another hotel opening of the 280 room Reef Hotel Casino in Cairns, but moved back down south to Victoria to take an appointment with The Como as Executive Housekeeper, a position I held for 7 years.

In 2003 an offer to start as Executive Housekeeper at Park Hyatt took me to Sydney. While I was there I had the opportunity to become involved with pre-opening support assignments to Park Hyatt’s Saigon and Seoul. A new posting came along to Park Hyatt Washington DC in the US, where I worked for a period of 2 years. One of the  challenges I faced during my time in the US was a support assignment to Hyatt North America in the rebranding of the 980 rooms Adams Mark hotel to Hyatt Regency St Louis Missouri my time spent working in the US was a huge learning curve for me.

In 2008 I was transferred to Shanghai China to Hyatt on the Bund 631 rooms and from there transferred to the 555 room Grand Hyatt Shanghai. Again I assisted with pre-opening and support assignments for hotels in Shanghai, Macau, Shenzhen and Beijing.

With all that pre-opening experience the next career move came in September 2010 when I was appointed Assistant Vice President Housekeeping and Environmental Services at Galaxy Macau.

How many staff are you responsible for and what areas are you responsible for?

I have a total of 800 staff; led by 3 Executive Managers, they in turn have 8 Managers, 15 Assistant Managers and 80 supervisors and team leaders, supporting their respective departments. I am responsible for the Galaxy Hotel Housekeeping operations (1459 rooms) as well as the shared services to the entire resort wardrobe, linen, floral and Environmental Services (public area cleaning, pest and waste management.

What would your typical day be like?

My day starts at 7:30am catching up on emails and getting organised for the day ahead. Morning briefings are usually at 9.30 and at about 10.00am I walk the floors, check rooms ready for handover and monitor the rectification progress. Most of the time I work on projects, this week its fragrance for the property and floral. I finalise business processes across the Department especially with regard to shared services and deliverables. I follow up with procurement, monitoring the procurement process and I have a regular catch up with my Executive Managers. A large part of my day is spent in meetings and on administration.

What are your top three challenges this week?

1.     Floral

2.     The moving target of handover dates

3.     Linen quality issues.

How did you choose those Managers under you what were your criteria?

We have 5 ½ million square metres of space at Galaxy Macau. For the Hotel Housekeeping Managers, gaming experience is a must.

For Environmental Services or Public Areas, hotel experience is not really a required criterion. My Managers have to have experience in very large operations such as airports or shopping malls; this is more critical than a hotel background.

My team must have experience in managing large teams over large areas. We have an enormous amount of stone and mosaic so up-to-date knowledge of how to manage all kinds of different hard surfaces is critical.

What are the differences in managing a property of 300 rooms compared to a property of 1459 rooms?

It is all about strategising and planning. You must have confidence in the Executive Managers and let them manage their teams. Micromanagement doesn’t work here.

The entire department needs to operate like a machine most importantly is the back of house infrastructure. It is critical to get this right from day one; you need to work down to the detail on this. This infrastructure includes all the storage areas, the location of the storage area and satellite stations and the mapping of all of these areas. For example we have a soiled linen chute room and we just installed a conveyor to separate the towelling from the bed linen. When we are running 100% occupancy we will have more than 400 linen trolleys of linen going out to the external commercial laundry operation so we need electric tugs to move all of these trolleys. Setting up and purchasing all the right equipment is essential.

What are your top three tips for success in housekeeping management?

1.     An understanding of the whole operation. Including learning the operations from line level employee up.

2.     The need to care. Someone has to fight the battle for them.

3.     Never ever forget the human side of housekeeping.

If you had to do it all over again what would you do differently?

Nothing. I have had an incredible opportunity during my career, Hyatt gave me the opportunity to travel the world and be part of some wonderful hotels, Galaxy is giving me the opportunity to manage on a large scale

What advice would you give someone starting out in housekeeping?

You need to start at the bottom. You can’t learn about housekeeping at college or from a book. You need to understand how the whole Department operates and understand the processes. We perform at least one miracle a day.

How about your personal life how do you balance work and home life what do you do for fun?

It is essential to have friends outside the working environment to go out with otherwise you can’t disconnect from the job. I walk home from work most nights and this gives me time to decompress. I enjoy reading biographies and I love cooking. What has helped me most while moving around the world is always to have some of my own things around me, this help me settle in, even if I am living in the hotel. I have some framed pictures of my family  and I always bring my own quilt, pillows and bed linen to make myself feel at home.

How do you think housekeeping management has changed since you started? Where do you think it is heading?

Housekeeping has done a 360° turn since I was a Room Attendant in the 1980′s. Housekeeping is much more professional than it used to be. Sadly the position of Executive Housekeeper in Australia doesn’t carry as much weight as it should. The importance of this position is a lot more apparent in other countries around the world!

Overseas the role of the Executive Housekeeper is equivalent to that of a Business Manager, understanding and managing the P&L line by line. Technology advancements are very important and it is essential to continually ensure all work practices are up-to-date.

In large operations the Director of Rooms has a place however in small operations with an experienced Front Office Manager and Executive Housekeeper reporting to the General Manager works best, they should be able to manage.