The people at Doyle are what set it apart. The Doyle Collection relies on its people to not only provide the service and hospitality that bring guests back, but to also literally run the hotel. The Company puts great faith and power in the hands of its employees. Each employee has autonomy to meet guest needs and resolve guest issues. What’s more, Doyle uses ‘Power Groups’, teams of employees, to develop ideas, improve service, shape policy and solve problems.
Because every employee has a hand in running the hotel, every employee must be informed about how their decisions and actions affect results. Guest feedback has to circulate through the entire organization and out to the front lines at each hotel. Traditional top-down reporting fails because it is too slow, and too cumbersome.
Although Doyle had implemented a web-based survey platform to collect guest feedback, reporting and analysis were centralized. Interacting with the data was nearly impossible for property personnel. It took days before reports were available, and finding the relevant information was extraordinarily difficult. In addition, the survey was very long, taking nearly 20 minutes for guests to complete. The participation rate was low – just 10% of Doyle’s guests completed the survey.
This wasn’t the experience Doyle wanted to provide its guests, and it wasn’t the way they wanted to operate. It defeated their desire to put their people in charge.
“If the way we’re communicating results doesn’t make sense to the front line, it doesn’t work,” said Helen Fahy, head of quality and culture for The Doyle Collection.
The Doyle Collection needed a new customer feedback program to connect every employee to guest input and drive accountable action.
Find out how their new program puts power back into the hands of its employees, and why the program increased guest survey participation by 40% and boosted guest satisfaction to 91.9%.
