Why ADA-Compliant Rooms Matter

Accessible Hotel Guest Room ADA Compliant

Double Large Window City View Accessible Guest Room, Hilton Garden Inn New York Times Square South

On nights when occupancy is high and regular guest rooms are not available, a hotel front desk associate will assign a guest to an ADA-compliant room, a special room type designed to meet requirements of the federal Americans with Disabilities Act.

Some of these guests will comment on TripAdvisor or other review sites, expressing discomfort at having to spend the night in such a room. Certainly, such awkwardness is understandable, if only to a degree. Given that the open, extra-large shower, designed for wheelchair access, and the higher-than-usual toilet, again designed to accommodate a person in a wheelchair, are unfamiliar.

Accessible Bathroom ADA Compliant Hilton Garden Inn New York Times Square South

Accessible Bathroom, Hilton Garden Inn New York Times Square South

But our responsibility as hotel managers is to provide comfortable, clean and safe accommodations to all our guests, including those with mobility issues. Indeed, inclusivity is—and should always be—one of our top priorities as hoteliers. Disabled guests and their families also have needs and expectations. They will turn to TripAdvisor and related sites if their ADA accommodations fall short.

Wheelchair-bound guests, meanwhile, are hardly the only ADA population. Some ADA rooms provide features to accommodate both hearing- and vision-impaired travelers.

That said, when checking a guest into an ADA-compliant room, our front desk staff is trained to explain why that room type is being assigned and describe the ADA room’s distinctive features. Our staff is trained to reassure guests they’ll be perfectly comfortable and able to enjoy the hotel’s roster of amenities. The strategy is simple enough: a little foreknowledge goes a long way.

Advertisements

Another Side to the ‘Do Not Disturb’ Issue

bedroom door entrance guest room

Early this year, the American Hotel & Lodging Association clarified its position on a suddenly controversial subject: the right of hotels to enter an occupied guest room when a “Do Not Disturb” sign remains on the door for an extended period, usually 24 hours or more.

AH&LA believes hotels not only have a right to enter such rooms, but they have an obligation. While all guests make the valid assumptions that they will be afforded privacy during their stays, AH&LA argues hotels need to address building security and the safety of all guests.

Hotels that changed “Do Not Disturb” policies say there’s no connection, but the moves come largely in the aftermath of last October’s mass shooting in Las Vegas. The gunman in that case was able to hoard a large cache of weapons in his room at the Mandalay Bay Resort undetected by housekeepers, who respected the “Do Not Disturb” sign hanging on his door.

While the argument for entering an occupied room is compelling, guests still should expect that their privacy will be respected and they’ll be left undisturbed. M&R Hotel Management has five airport hotels in its portfolio, for example, and airline crews and travelers whose flights have been delayed or canceled are often among the guests. It’s not unusual for these guests, especially those coming off an arduous long-haul flight, to sleep during the day. So they’ll often hang out the “Do Not Disturb” sign and go to bed.

It’s just one instance of how a sign might be hung on a door for a long period and be totally innocent. Furthermore, it’s an example of how a guest might be understandably annoyed at being disturbed for no credible reason.

These decisions must be made on a case-by-case basis. No one policy covers all situations. To the degree possible, hoteliers should consider all circumstances. The “do not disturb” sign notwithstanding, these questions should be answered before entering: Did the guest seem physically well at check-in, and when was the room last cleaned?

Occupied rooms should be entered only as a last resort. Before that decision is made, the manager should try calling the room to check on the guest. After that, it comes down to intuition and instinct. Managers must make their decision – however difficult – then proceed.

Recruiting in a Tight Market

adult-blur-business-630839

When he accepted the coveted Stephen W. Brener Silver Plate Award at June’s NYU International Hospitality Industry Investment Conference in June, Marriott International president & CEO Arne Sorenson cited the important role played by motivated rank-and-file employees in the industry’s continued success.

Recruiting and retaining the best entry-level associates is actually more critical than ever, Sorenson pointed out, considering the current shortage of qualified workers, not only in the hospitality field, but across most segments of the economy. The country’s jobless rate, in fact, ebbed down to 3.8 percent in May, the lowest rate since April 2000, according to the U.S. Department of Labor’s Bureau of Labor Statistics. The last time the rate was lower was in 1969.

Given the competition for the best entry-level employees across various industries, restaurants and retail among them, it’s not surprising that pressure should be mounting on hotel owners and managers to pay a competitive wage. A living wage is certainly important, but so are other indicators of job satisfaction.

Among the top five: supportive management, congenial work environment, a career path, flexible work hours and cross-training opportunities. Then too, considering our multicultural world, it’s important to acknowledge that English isn’t necessarily everyone’s first language. And, lastly, in a nod to the growing #MeToo movement, employees expect a harassment-free workplace.

Managers at our company support these ideals along with most of the rest of the industry.

In closing, Sorenson repeated words of wisdom spoken years ago by the company’s founder that have come as close as any to an industry mantra: “If you take care of your employees, they’ll take care of your customers and your customers will keep coming back again and again.”

There’s no better truism.

Two Lodging CEOs Make Three Observations to Remember

34537197_1931916346839595_8168621231092793344_n

Photo: NYU School of Professional Studies via Facebook // @NYUSPS

Speaking at the NYU International Hospitality Industry Investment Conference in New York last month, two of the industry’s most recognized and respected CEOs – Hilton Worldwide’s Christopher Nassetta and Marriott International’s Arne Sorenson – offered three memorable observations regarding the lodging industry.

First, growth will remain strong in the midmarket hotel segment. Second, travel from China to the U.S. will continue to grow. And 3), the U.S. would have to relax its stringent visa requirements if it is to reap the benefit of surging international tourism, driven notably by Chinese travelers.

According to Nassetta, strong growth in midmarket hotels is being fueled by the global rise in the middle class. Once people have the means to travel outside their home country, their first trips are often with tour groups that book midmarket hotels. We have seen this at our midmarket hotels in New York.

The number of Chinese outbound travelers is expected to hit 400 million a year by 2030, a significant multiple of the number just a few years ago. U.S.-based hotel brands have already rolled out customized amenities to make Chinese guests feel comfortable. Similar efforts likely will be made to cater to visitors from India and other Asian markets.

Unfortunately, U.S. delays in issuing Visas could throttle international travel to this country. It’s a politically sensitive topic because it involves national security and immigration. But, as Sorenson pointed out, foreigners who become frustrated trying to obtain U.S. visas likely will opt to visit other countries. If they do, U.S. will lose out on this lucrative market.

Anticipating a Driverless Airport Shuttle Van, But Without Enthusiasm

RPE-L-NODRIVER_0505

Despite some recent setbacks, it appears the first driverless vehicles will hit the streets in California as early as next year. Once that milestone is achieved, how long do we think it will take until the first driverless airport shuttle van begins picking up and dropping off guests at a hotel’s front door?

I fear that it won’t be long, given driverless shuttles undoubtedly will be cost-effective. While the hotel industry isn’t immune to disruption by technology, it is a “people business.” Every interaction is important to creating a positive experience for guests, from front desk agents, to housekeepers to shuttle van drivers.

Each provide a “human touch.” While shuttle service exists to move guests to from airports, train stations and other destinations quickly and safely, we know that shuttle drivers frequently are both the first and last employee to interact with our guests. Their interaction creates the first and last impression.

That first impression depends on the shuttle driver’s personality and helpfulness. If the driver is friendly, warm and welcoming, the initial impression is positive. If the driver comes across as indifferent, that first impression will be negative. If you doubt the importance of shuttle drivers, just check the number of times guests single them out on TripAdvisor — often by name.

Certainly, a self-driving airport shuttle van could welcome guests with an audio recording. Makes you wonder how those recordings will be reviewed on TripAdvisor.