Manoj Jangid, GM at Fairfield by Marriott Kolkata, is poised to exceed targets across all parameters
BY SHUJATH ALI
Congratulations on assuming charge as GM of the hotel. How do you feel?
I feel extremely grateful to Marriott International as I am being elevated to the role of General Manager at Fairfield by Marriott Kolkata. I feel optimistic at every stage as I am taking the responsibility to lead a ship full of rock stars to support our company’s vision.
As a person, I love to explore whichever opportunity comes my way and nurture a team to make a difference. I am helming the hotel as a General Manager with a team that is ready to achieve every milestone together.
What, according to you, does it take to become a successful hotelier?
A good hotelier must possess multiple qualities. I believe that being a hotelier is not only a job but a mentality.
Firstly, become a people person. You have to adapt to loving being among people. Don’t only wish your clients to have a nice day, instead, make their day nicer. This will make you a great hotelier. Secondly, as a good hotelier you need to be aware of a lot of things and always be on top of the game. No matter what support staff you have, a great hotelier is still responsible for effective overall operations. Therefore, it is in a hotelier’s job description to manage all kinds of tasks.
It is also important to have an open-door policy to new ideas in order to become a great hotelier. One should be able to hold open and clear conversations with their staff. If your attitude proves that you are approachable, then your staff will be able to confide in you.
Along with it, he/she must be decisive able to make quick decisions. Most of these quick decisions also need to be the right decisions. And last but not the least, a good hotelier needs to be observant to evaluate the surroundings.
A hotelier has multiple responsibilities but a great hotelier will make every effort to perform each one with enthusiasm.
What are your plans to take the hotel to the next level?
Ensuring optimal hotel efficiency is the most crucial step for the development of any hotel or organisation. It involves a combination of strategic planning, real-time monitoring, and proactive approach.
As a leader I align my team with the above and together we ensure that all the processes that we have set for ourselves are run smoothly. As a team, we strongly believe that regular staff training, adopting best practices, and continuously reviewing and refining operational workflows are the keys to our success as a hotel.
We also encourage feedback from both guests and associates, which are taken on regular basis to identify areas for opportunities.
Are there any challenges that you are facing? If so how do you plan to overcome them?
Employee retention has been a significant challenge in the overall hospitality sector over the past few years post-Covid. Employee supply and demand are tipping further out of balance, and employee retention in the hospitality industry is on all of our minds.
The great resignation showed us that if your employees aren’t having a good time, they won’t be sticking around. To tackle this situation our hotel is partnering with eminent hospitality colleges in the city such as IHM, IIHM to name a few.
I believe if the staff isn’t on their game, the customer experience plummets and people take their business elsewhere.
Having knowledgeable, experienced workers matters. And that’s why employee retention is crucial to the future of individual businesses and the industry as a whole.
What do you look for when hiring new talent?
I believe employees are more than just the backbone of a hotel’s operation. Without experienced, reliable staff, a hotel is just a set of very nice rooms – it’s the staff who takes the guest experience to the next level.
Attracting top talent is just as important as attracting guests. I’ve long thought that passion is something people either have, or don’t. But I’ve come to realise that it’s entirely transferable.
I think the most important skill, from a recruitment point of view, is spotting passion, whatever its focus. Recruiting with an awareness of passion relies a lot on gut feel – a spark of enthusiasm can come through in different ways. Other important qualities, such as skillset, attention to detail and knowledge can be improved quickly with the right training and focus, but passion itself is something that needs to be there from the outset.
What are you planning to do to stay ahead of competition?
To stay competitive, we continuously monitor market trends and competitor activities. We invest in marketing, enhance our digital presence, and offer unique experiences that set us apart. Additionally, we focus on building strong relationships with our guests.
What is your style of resolving any customer dissatisfaction issues?
A negative hotel customer experience has the potential to affect a property’s success in a variety of ways. Whether by raising alarm while on the property or by harming your ranking with a poor online review, a hotel guest with a complaint can leave a lasting mark. Successful hoteliers and hospitality professionals understand how an unresolved guest issue can affect a hotel’s performance, and they place significant value on handling guest complaints smoothly.
Measuring guest sentiments we have multiple channels, including Guest Voice which is a Marriott online tool, plus other tools like TripAdvisor, Booking.com and several online reviewing tools comes handy for us. We utilise a comprehensive feedback management system to track and analyse this data.
To improve satisfaction, we address issues promptly, implement regular associate trainings and introduce personalised services to enhance the guest experience.
How do you see 2024 in terms of business?
For financial year 2024, our plan includes not just meeting but exceeding our budgeted targets across all parameters. We aim to enhance our revenue streams through strategic partnerships and innovative service offerings. As a team, we have set our own ambitious targets, and we are committed to achieving them through collaboration, dedication, and leveraging our collective strengths.
Empowering the team with the right tools and support, we are poised to make this year our most successful one yet and I am sure we will achieve this.
What recent trends in the hospitality industry have you noticed, and how are you adapting to them?
The hospitality industry’s outlook for FY 2024 promises a tapestry of innovation, sustainability, culinary delights, flexible travel trends, wellness prioritisation, personalised services through data-driven insights, Al and robotics integration, social media as an engagement catalyst, and we at Marriott are aligned with it.
We are adapting by implementing eco-friendly practices, using data analytics to tailor guest experiences, and integrating smart technologies to streamline operations and enhance service.
How do you plan your typical day as a General Manager for successful operation?
A typical day for me starts early with a walkthrough of the hotel, meeting the hotel team who are the reason for our success and ensuring everything set for a fruitful day. There is enough and more positive energy in the team to create experiences for our internal as well as external guests.
I then review the previous day's performance metrics and meet with department heads to discuss the day’s priorities and any guest feedback. My afternoons often involve strategic planning, financial review, and attending to any high-profile guest needs.
I make it a point to interact with guests and staff regularly, encouraging a sense of community and open communication and care for each other.
How do you maintain work-life balance?
Hospitality is not just “a work,” it’s a way of living. You must love that job and be part of your life, as the 40 hours a week work does not exist if you want to be a successful hotelier. I believe in effective time management and set clear boundaries, prioritise tasks and delegate when possible to ensure work doesn’t encroach on personal time.
I stay organised with a planner to manage both work commitments and personal activities. I prefer to schedule regular breaks and days off to recharge and maintain mental well-being. It takes mindfulness and daily practice!
