HospisHospis
Soforthilfe
Back·Operations

Our service quality varies day to day

Five-star feeling on Tuesday, canteen on Thursday — with the same team

Typical for: properties with seasonal and temp staff · operations whose standard lives in the owner's head · family businesses after a generational handover

Documented by Hospis

Updated: 25 August 2026

How you recognize it

  • Two guests at the same table describe two different hotels — depending on the evening
  • There are no written standards — or there are, and no one has read them
  • New hires learn "by watching" — who teaches them is decided by the rota
  • When the boss is in the house, it works; when not, it doesn't
  • Mistakes are corrected when they surface — never sought out systematically
  • The team doesn't know what "good" means here in concrete terms, and guesses

Matching Hospi

JT

Javier Torrente

Operations · Concept · Team — Palma de Mallorca
Works with protel · Mews · Mews POS · Smart Host
AdviseImplementOperate

His core focus: quality that doesn't depend on individuals — clear standards, documented routines and leadership that carries the standard even without being present

Mapped to root cause
Defined standardsOnboardingLeadership structureQuality measurement
View profilePersonally vetted · independent match

Which path fits your situation?

01

Diagnosis

390 € fixed price

A vetted Hospi analyses your situation in a structured way — in conversation and with a written result. Every statement clearly labelled: FACT, BENCHMARK, HYPOTHESIS or CONCLUSION. You get a concrete path, not a sales meeting.

  • A legitimate outcome is also: no engagement needed.
  • If an engagement follows, the diagnosis fee is fully credited.
02

Urgent support

Acute situation? Your case is reviewed with priority — response within 48 hours.

Cause fields — how to tell them apart

Inconsistent quality is rarely a motivation problem. It is almost always the absence of a shared picture of what is expected here

These fields are complete, and many properties get there on their own — that is what this page is for. The cost simply does not appear on an invoice: internal hours, a few attempts, and a season that keeps running in the meantime.

01

The standard isn't defined

How you spot it

"Warm" and "attentive" sit in the mission statement, but no one has ever defined what that concretely means at breakfast, at check-in or when handling a complaint. Everyone fills it in for themselves

The way out

Name the ten most important guest moments and define in three sentences what should happen for each. Not a manual — a single page everyone knows

02

Onboarding is left to chance

How you spot it

New hires learn from whoever happens to be on shift. If that's the best, it goes well; if it's the most tired, the new hire picks up their shortcuts. There is no onboarding plan

The way out

A fixed onboarding with a buddy, a sequence and a sign-off. If after two weeks someone doesn't know the standard, it wasn't shown to them — not misunderstood

03

Leadership is presence, not a system

How you spot it

Quality rises when leadership is in the room and drops when it isn't. Shift leads have no clear role. Briefings happen when there's time

The way out

A short daily briefing as a fixed routine, name shift responsibility, empower shift leads to uphold the standard. Leadership doesn't need to be everywhere — the standard does

04

No one measures, so no one notices

How you spot it

Feedback arrives via reviews — weeks later and at random. There is no internal view of quality: no rounds with criteria, no guest conversations, no weekly review

The way out

A simple weekly rhythm: a round with five criteria, read reviews together, improve one point per week. Quality becomes constant when it is looked at regularly

Frequently asked

Aren't standards the opposite of warmth?
Standards define what happens. How it happens stays personal. The warmest houses have the clearest routines — which is why there is time left for the guest
We have seasonal staff who leave again after three months
That's exactly when the standard matters most. What can be conveyed in two days holds for the season. What stays in the boss's head is lost with every change
Do we need mystery guests?
Maybe later. First you need a standard that a mystery guest could even check against

Describe your situation

The problem context is automatically included — you do not need to repeat anything.

Problem
Our service quality varies day to day

Related situations

New hires take too long to become productive

Without structure, onboarding drags on.

View solution

Our leadership is overloaded and inconsistent

Team friction reaches the guest.

View solution

Staff shortage ahead of summer season

Rooms are booked, kitchens are not — and the season starts in six weeks.

View solution
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