Guest Services Manager

Guest Services Manager 3.6 3.6 out of 5 stars 45 7th Street, Garden City, NY 11530 $66,000

• $72,000 a year
• Full-time The Garden City Hotel 73 reviews $66,000
• $72,000 a year

• Full-time Pay:

  $66,000.00
• $72,000.

00 per year

Job Title:

Guest Services Manager Location:

Long Island, New York Property:

The Garden City Hotel, a Luxury Four-Diamond Hotel Position Overview The Garden City Hotel has long been entrusted with life's most meaningful occasions. From intimate engagement gatherings to grand ballroom receptions, our team delivers seamless execution, refined service, and exceptional cuisine. Recognized with prestigious bridal industry honors, we are proud to create events that are both memorable and masterfully executed. The Guest Services Manager will oversee Guest Services, Concierge, Valet Parking, and Front Service teams, fostering a culture of professionalism, accountability, and anticipatory service. This role is responsible for driving guest satisfaction, maintaining operational excellence, ensuring compliance with company standards, and supporting financial performance through effective revenue management and team productivity. The ideal candidate brings strong leadership, sound business judgment, and a genuine commitment to delivering the elevated service experience for which The Garden City Hotel is known. Responsibilities include, but are not limited to: Approach all encounters with guests and team members in an attentive, friendly, courteous and service-oriented manner. Comply with all safety standards to encourage safe and efficient hotel operations Respond to all guest requests, problems, complaints and/or accidents arising in person or through reservations, comment cards, letters and/or phone calls, in an attentive, courteous and efficient manner. Follow up to ensure guest satisfaction. Motivate, coach and counsel all Front Office personnel according to hotel standards. Develop team members and ensure training of Front Office personnel. Maintain a professional working relationship and promote open lines of communication with managers, team members and other departments. Daily walk around of the house to ensure cleanliness standards are being met while noise pollution is under control. Monitor oversold dates to ensure the maximization of room's revenue. Maximize room revenue and occupancy by reviewing status daily. Analyze rate variance, monitor credit report and maintain close observation of daily house count. Monitor selling status of house daily, i.e. flash report, allowances, etc. Monitor and ensure compliance with SOP's in Rooms and Loss Prevention. Conduct walk-throughs of public areas and guestrooms to ensure that cleanliness and maintenance standards are met. Monitor labor expenses through schedule approval process and ensure budgeted productivity. Work closely with Rooms Division including Housekeeping, Engineering, Security, and Valet to ensure efficient and effective operations and to continuously improve service.

Requirements:

Must have Hotel Front Office management experience. Must be proficient with

OPERA PMS

This position requires flexibility with scheduling on all shifts including weekends and holidays.

Benefits:

Group Health Insurance Plans (Medical, Dental, Vision) Company Paid Life Insurance Long Term Disability 401k Retirement Savings Plan Paid Vacation Days and Paid PTO Days Aflac Supplemental Short Term Disability, Accident Advantage and Cancer Care Plans You must provide a resume detailing your work history to be considered.

EOE/M/F/D/V

www.gardencityhotel.com

Job Type:

Full-time Pay:

$66,000.00

• $72,000.

00 per year

Benefits:

401(k) Dental insurance Health insurance Life insurance Paid time off Vision insurance Application Question(s): A guest's credit card is declined due to suspected fraud. What is the MOST appropriate action? A. Offer a discount and upgrade to compensate. B. Discreetly inform the guest, explain the decline, request another payment method, and follow fraud procedures (including contacting the card company if needed). C. Contact the credit card company yourself to resolve it. D. Let the guest leave and request payment later to avoid embarrassment. Ms. Anya Sharma, a Titanium member, booked a suite for her daughter's wedding months ago. Due to an oversell, it's unavailable and she's upset, threatening to cancel. As manager, what is the BEST response? A. Move her to a smaller space without consultation and offer complimentary items. B. Acknowledge her concerns, explain transparently, collaborate on solutions (space, amenities, pricing), create a clear plan, and document actions. C. Escalate to the GM and avoid direct interaction. D. Explain it was an error and offer a future discount with limited negotiation. An internet outage disables check-in/out, POS, and Wi-Fi. Guests are frustrated. What should you do? A. Blame the ISP and direct guests to complain. B. Focus only on IT resolution and ask guests to wait. C. Prioritize VIPs and advise others to wait or leave. D. Inform guests, offer refreshments, delegate manual processes, empower staff to assist creatively, and document improvements. At 2:00 AM, Mr. Moto reports his room is disturbed, with belongings scattered and an odor. What is the BEST response? A. File a report and direct him to management later. B. Apologize, move him to a comparable room, investigate with security/housekeeping, follow up, and offer an amenity. C. Offer a discount and suggest he secure valuables. D. Downplay the issue and suggest housekeeping later. A guest receives a dirty, smoke-smelling room despite requesting non-smoking and threatens to leave. What should you do? A. Say no other rooms are available. B. Blame the prior guest and charge a cleaning fee. C. Acknowledge, apologize, inspect, offer a new or upgraded room (or compensation), and follow up with staff. D. Delay addressing the issue. A team developing a loyalty program has conflicting ideas. What is the MOST effective leadership approach? A. Lead structured brainstorming, encourage collaboration, and guide toward consensus. B. Reward only the most innovative individuals. C. Dictate the program yourself. D. Let members work independently and pick one proposal. A loyalty program is causing staff burnout due to high occupancy and shortages. What should the Director of Operations do? A. Delegate the issue and shift focus elsewhere. B. Revise the program with tech solutions, communicate changes, involve staff, and provide training. C. Suspend the program temporarily. D. Keep it unchanged and enforce stricter performance. Ms. Sharma complains about cleanliness and slow maintenance, threatening negative reviews. What is the BEST response? A. Offer a refund and future upgrade without investigation. B. Listen, empathize, investigate with teams, create a clear action plan, communicate it, offer recovery, and implement feedback improvements. C. Refer her to another department. D. Apologize without clear solutions. Late check-outs surge 40%, delaying rooms for arrivals. What should you do? A. Blame guests and threaten fees. B. Work with housekeeping to reprioritize, inform guests, offer amenities, and consider compensation. C. Stick to the original schedule. D. Prioritize only loyalty members. A city-wide power outage disrupts operations. What is the BEST response? A. Adjust rates and encourage dissatisfied guests to leave. B. Prioritize premium rooms for power restoration. C. Activate emergency protocols, prioritize safety/services, communicate transparently, support guests, and review afterward. D. Focus on security and limit communication.

Experience:

Hotel Front Desk management: 2 years (Required)

OPERA:

2 years (Required)

Work Location:

In person