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

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.