How to Use the Concierge One-to-One Template

Why structured concierge one-to-ones matter

Your concierge is the guest's problem-solver, local expert, and often the person who turns a good stay into an exceptional one. When they're thriving, guests receive personalised experiences that generate loyalty, positive reviews, and direct revenue through restaurant bookings, tours, and theatre tickets. When they're struggling, requests go unfulfilled, vendor relationships deteriorate, and guests start Googling instead of asking the desk.

The challenge is that concierges work autonomously. They manage their own network, handle guest requests independently, and often operate without anyone checking whether they have the resources, authority, or support they need. Without intentional one-to-ones, you'll only hear about problems when a VIP complains — or when your concierge leaves for a hotel that values them more.

This template structures your conversations around the areas that matter most for concierge performance and retention. Each section builds on the last: preparation gives you context, their agenda shows you what's on their mind, the discussion sections cover role performance, team dynamics, growth, and wellbeing, and the engagement indicators give you an early-warning system for disengagement.

Preparation

Complete these steps before each meeting to ensure a focused and productive conversation. Arriving prepared shows your concierge that you take this time seriously.

Review notes from previous one-to-one — Pull up the notes from your last session. What actions did you commit to? What did they commit to? If you promised to increase their discretionary budget or introduce them to a new restaurant contact, check whether you followed through. Walking in without knowing what was agreed last time undermines the entire process.

Check recent performance data or feedback — Review guest feedback mentioning the concierge desk from the past week. Check request fulfilment logs if you track them. Have any VIPs provided direct feedback? Has front desk or management mentioned anything about their performance? This takes two minutes and gives you specific talking points instead of vague impressions.

Note any observations from the past week — Think about what you've noticed. Did they handle a particularly complex request brilliantly? Were they quieter than usual? Did they build a new vendor relationship or seem frustrated by a repeated problem? Write down two or three specific observations before the meeting.

Send agenda prompt to employee ahead of time — Message them the day before: "Hey — we're catching up tomorrow at 2. Anything from the last few days I should know about?" This gives them time to think. Concierges spend their days solving other people's problems; asking them to suddenly focus on their own needs requires mental preparation. If they reply "all good," try: "What was the most challenging request you handled this week?" Everyone has one.

Customisation tips:

• Schedule at the same time fortnightly — 2pm works well for hotel concierges, between checkout rush and afternoon arrivals
• 15-20 minutes is enough for a regular check-in. Don't let it stretch unless something significant comes up
• Meet in a private space away from the desk. Concierges need to feel they can speak candidly about guest situations and vendor relationships without being overheard
• For the first 90 days, keep these weekly without exception. After that, fortnightly is usually appropriate for an experienced concierge

Their Agenda

Start every one-to-one by asking: "What's been on your mind?" Record whatever they raise before covering your own items.

If they say "nothing really," don't fill the silence immediately. Count to five. Silence is uncomfortable and they'll often fill it with something real. If they still don't, offer a specific opener: "Talk me through the most complicated request from this week — what was involved?" The specific framing works because "How was your week?" is too vague for someone who handled fifty different guest requests.

Once they're talking, ask "What else?" until they run out. Don't jump to solutions or share your perspective yet. This section is about understanding their world, not managing it.

If you have items to cover — new vendor partnerships, VIP arrivals, process changes — mention them at the start so they know it's coming, then let them go first: "I want to talk about the new restaurant partnership before we finish, but first — what's been on your mind since last time?"

What to record: Their exact concerns in their own words. Don't paraphrase into management language — "I can't get a table at [restaurant] for anyone anymore and it's embarrassing" captures reality better than "discussed vendor relationship challenges."

Role Performance

These four questions are designed to uncover how the role actually feels from your concierge's position. Work through each one during the conversation and tick it off as you cover it.

"What's the most impossible request you've fulfilled recently? Walk me through how you made it happen."

This reveals what your concierge is proudest of and how they approach problem-solving. The requests that seem impossible — last-minute theatre tickets, sold-out restaurant reservations, obscure personal shopping — are where a great concierge creates genuine value. Understanding their process helps you see whether they're using their network effectively, being creative, and going beyond generic recommendations.

What good answers sound like:

• Describes a specific request with genuine detail about the steps involved
• Shows resourcefulness and network utilisation rather than just luck
• Demonstrates pride in the outcome and awareness of the guest's reaction

What to do with the answer: Acknowledge the effort and outcome specifically. If they used a contact you didn't know about, note it — their network is a business asset. If the method was particularly clever, discuss whether it's repeatable for future requests.

"How are your vendor and restaurant relationships? Anyone new we should cultivate, or anyone who's becoming difficult?"

The concierge's external network is their most valuable professional tool. This question surfaces whether key relationships are healthy, which new contacts are promising, and where friction is developing. A concierge whose vendor relationships are deteriorating can't fulfil requests, and the hotel loses revenue and reputation.

What good answers sound like:

• Specific about which relationships are strong and which need attention
• Identifies new opportunities rather than just maintaining existing contacts
• Honest about relationships that have become difficult and why

What to do with the answer: Support relationship building actively. If they need an introduction, make it. If a vendor relationship has gone stale, offer to attend a meeting together. If a key contact has become unreliable, help them find an alternative. Their network is your hotel's network.

"What requests are you getting that you can't fulfil? What would you need to say yes?"

This identifies gaps in capability, resources, or authority. Every unfulfilled request is a missed opportunity and a potential negative guest experience. Understanding what's blocking fulfilment — budget, contacts, information, or policy — tells you exactly where to invest.

What good answers sound like:

• Names specific request types rather than vague categories
• Identifies what would solve the problem (budget, a new contact, policy change)
• Shows frustration at not being able to deliver rather than acceptance

What to do with the answer: Address the blocker directly. If it's budget, discuss what's realistic. If it's a missing contact, help build the connection. If it's a policy issue, challenge the policy if appropriate. A concierge who hears "yes, let's fix that" will stay engaged.

"Are guests coming to you for the difficult requests, or are they going elsewhere — online, asking other staff?"

This measures whether guests trust and value the concierge desk. If they're bypassing the concierge for Google or asking reception instead, something is wrong — either the desk isn't visible enough, previous experiences weren't good, or the concierge isn't being proactive. Guest trust is the foundation of concierge value.

What good answers sound like:

• Honest about whether guests are using the desk or finding alternatives
• Identifies why guests might be bypassing them (visibility, previous experience, speed)
• Shows awareness of how their service is perceived

What to do with the answer: If guests aren't coming to the desk, work together to understand why. It might be positioning, marketing within the hotel, or a service recovery issue. If guests are coming but choosing alternatives for certain requests, understand what's missing.

Record the key points from your discussion, focusing on network health, unfulfilled requests, and guest engagement patterns. Note specific vendor relationships that need attention — these are valuable context for performance reviews and business planning.

Team and Relationships

These questions surface the dynamics that affect concierge effectiveness — departmental coordination, information flow, and guest-related challenges.

"How's the coordination with reception, housekeeping, and the restaurant?"

The concierge depends on every department to fulfil requests. A late checkout needs housekeeping cooperation. A restaurant booking needs kitchen confirmation. A room upgrade needs reception flexibility. If these relationships are strained, the concierge can't deliver for guests.

What good answers sound like:

• Specific about which departments are cooperative and which create friction
• Names particular coordination issues rather than general complaints
• Shows understanding of other departments' pressures alongside their own needs

What to do with the answer: Address cross-departmental friction at management level. If housekeeping won't accommodate late checkouts that the concierge promises, align the policy. Don't leave the concierge to negotiate with other departments alone — they need management backing.

"When you need something from another department — a room preference, a late checkout, a kitchen favour — do you get it?"

This drills into whether the concierge has the internal influence they need. A concierge who can't get cooperation from other departments can't deliver for guests. The answer reveals whether they're respected internally or treated as an afterthought.

What good answers sound like:

• Honest about which requests are easy and which meet resistance
• Identifies specific patterns rather than general frustration
• Suggests what would help improve internal cooperation

What to do with the answer: If they're being blocked regularly, intervene. Make it clear to other department heads that concierge requests serve guests and should be prioritised appropriately. A concierge who feels supported internally delivers better externally.

"How are you getting on with the bellhops and front desk? Is the information flow working?"

Front-of-house coordination directly affects the guest experience. The concierge needs timely information about arrivals, departures, guest preferences, and room assignments. If this flow is broken, the concierge is working blind.

What good answers sound like:

• Specific about what information they receive and what's missing
• Identifies communication gaps rather than blaming individuals
• Shows awareness of how better information flow would improve guest service

What to do with the answer: Fix the information flow. If they're not getting arrival notifications, set up a system. If front desk isn't passing on guest preferences, create a process. Smooth information flow is a systems problem, not a people problem.

"Any guests who've been particularly demanding lately? Anyone who's affecting your work?"

Demanding guests are part of the role, but some cross the line into unreasonable behaviour that affects the concierge's wellbeing and ability to serve other guests. This question gives permission to raise something they might otherwise absorb silently.

What good answers sound like:

• Names specific situations rather than general complaints about guests
• Describes the behaviour and its impact on their work and other guests
• Has tried to manage it themselves before raising it

What to do with the answer: Support them. If a guest is genuinely unreasonable, step in — speak to the guest, set boundaries, or reassign. Your concierge shouldn't dread certain guests or feel unsupported when dealing with difficult situations.

Capture the departmental dynamics discussed, any coordination issues, and concerns about guest situations. Note information flow problems carefully — these often have systemic solutions that benefit the whole hotel.

Growth and Development

These questions explore career aspirations and development needs. The answers shape how you invest in this concierge's growth.

"Do you see yourself staying in concierge work, or moving toward something else — guest services management, hotel operations, something different?"

There's no wrong answer, but the answer changes everything about how you develop them. A career concierge needs depth — Les Clefs d'Or pursuit, network expansion, specialist knowledge. One aiming for guest services management needs broader operational exposure. Understanding their direction helps you invest wisely.

What good answers sound like:

• Honest about their trajectory without feeling they need to perform loyalty
• Specific about what interests them, even if it's outside concierge work
• Shows they've thought about it rather than just shrugging

What to do with the answer: If they want to stay in concierge work, support their professional development and network building. If they want management, give them exposure to operational decisions. If they're uncertain, help them explore options within the hotel.

"Are you pursuing Les Clefs d'Or or other professional recognition? What would that require?"

Les Clefs d'Or is the pinnacle of concierge recognition. Whether or not they're pursuing it, this question shows you understand the profession's standards and care about their professional standing. If they are pursuing it, understanding the requirements helps you support their journey.

What good answers sound like:

• Clear about whether they're pursuing professional recognition and why or why not
• Understands the requirements and where they stand
• Shows professional pride and ambition

What to do with the answer: If they're pursuing Les Clefs d'Or, understand the membership requirements and help where you can — sponsorship, reference letters, network introductions. If they're not interested, understand why and explore what professional development does motivate them.

"What would make this the best concierge desk you've ever run? What's missing?"

This surfaces what they need from you and the hotel to do exceptional work. The answer reveals resource gaps, policy frustrations, and unrealised potential. It also shows whether they still have ambition for the role or have settled into a routine.

What good answers sound like:

• Names specific improvements with clear reasoning
• Shows vision for what the desk could be, not just complaints about what it is
• Connects improvements to guest outcomes and hotel reputation

What to do with the answer: Take it seriously. If they need a bigger budget, make the business case. If they need better technology, investigate options. If they need more autonomy, extend their authority. Their vision for the desk is valuable intelligence.

"If you left tomorrow, what would be the reason?"

The most direct question in the template. The honest answer tells you exactly what threatens retention. Whether it's money, recognition, autonomy, boredom, or a better offer, this is the thing you need to address — or at least acknowledge.

What good answers sound like:

• Genuine honesty rather than what they think you want to hear
• Specific enough to be actionable
• Willing to have the conversation rather than deflecting

What to do with the answer: Don't react emotionally. If it's money, discuss what's possible. If it's recognition, fix it. If it's autonomy, extend it. If it's boredom, find new challenges. Whatever they say, respond within a week with a concrete action or a clear explanation of why you can't.

Record their career direction, professional development interests, and any specific aspirations. This feeds directly into performance review objectives and helps you plan how to retain a valuable team member.

Wellbeing and Support

These questions catch frustration, autonomy issues, and unmet needs before they cause resignations. Ask them genuinely, not as a box-ticking exercise.

"What's the single most frustrating thing about your job right now? If you could fix one thing, what would it be?"

This cuts through politeness to their top priority. Whatever they name is the thing most likely to make them leave if it's not addressed. For concierges, it's often a lack of budget authority, outdated vendor contacts, or insufficient recognition for the revenue they generate.

What good answers sound like:

• Names something specific and fixable rather than vague dissatisfaction
• Trusts you enough to be honest about genuine frustrations
• Differentiates between temporary annoyances and persistent problems

What to do with the answer: Fix it if you can. If you can't, explain why and offer alternatives. Either way, respond within 48 hours — speed of response matters more than the outcome.

"Do you have enough budget and authority to do what guests need? Or are you constantly asking for permission?"

Concierges who can't make decisions lose credibility with guests and lose motivation. If they need approval for every complimentary upgrade, every restaurant deposit, or every special arrangement, the desk becomes slow and the concierge feels micromanaged.

What good answers sound like:

• Clear about where their authority ends and frustration begins
• Gives examples of situations where they needed to escalate unnecessarily
• Shows good judgement about when to act and when to check

What to do with the answer: Clarify their authority explicitly. Give them more where appropriate — "You can authorise up to [amount] for guest experiences without checking with me. Anything above that, let's discuss." Clear boundaries are better than vague expectations.

"Is there anything about how we recognise or value concierge work that's frustrating?"

Concierges often generate significant revenue for the hotel through restaurant commissions, tour bookings, and experience packages — but this contribution is rarely acknowledged in the same way as room revenue or F&B sales. This question surfaces whether they feel valued for their actual contribution.

What good answers sound like:

• Honest about whether they feel their contribution is recognised
• Specific about what recognition is missing (financial, verbal, structural)
• Shows understanding of their commercial value alongside service quality

What to do with the answer: If recognition is lacking, fix it. Track the revenue they generate and share the numbers with senior management. If commission structures are unfair, advocate for change. A concierge who feels their commercial value is invisible will eventually find somewhere that sees it.

"What do you need from me that you're not getting?"

This directly asks whether you're doing your job as their manager. Whatever they say, write it down. Then do it or explain why you can't — within 48 hours, not at the next one-to-one.

What good answers sound like:

• Specific and actionable ("I need you to introduce me to the new GM" rather than "more support")
• Trusts you enough to ask for something
• Acknowledges what you're already doing well alongside the gap

What to do with the answer: Deliver on it. Fast. If you make commitments and don't follow through, trust disappears and future one-to-ones become surface-level exercises.

Record frustrations, autonomy concerns, and support requests. Flag anything that suggests disengagement or flight risk — these notes are critical early-warning signs that need action, not just documentation.

Engagement Indicators

These are observational indicators you assess based on what you've seen during the week, not questions you ask directly. Tick each indicator that's genuinely present. Anything you can't tick is worth exploring — either in this meeting or through closer observation before the next one.

Providing personalised recommendations beyond guidebooks — Are they still giving tailored advice based on each guest's preferences, or have they defaulted to the same three restaurant recommendations? A concierge who gives the same answer to every request has stopped investing in the role. Personalisation is the difference between a concierge and a tourist information desk.

Actively maintaining and building vendor relationships — Are they nurturing existing contacts and cultivating new ones? A concierge whose contact list hasn't grown in six months has stopped developing their most important professional asset. Check whether they're visiting new venues, meeting restaurant owners, and keeping their knowledge current.

Taking ownership of complex requests personally — Do they follow through on difficult requests until resolution, or do they hand things off and hope for the best? Ownership is the hallmark of an engaged concierge. When they stop personally ensuring outcomes, they've started going through the motions.

Showing creative problem-solving for guest needs — Are they finding innovative solutions to unusual requests, or defaulting to "I'm afraid we can't do that"? Creativity and determination distinguish an excellent concierge from an adequate one. Notice whether they're still energised by challenges.

Actively pursuing professional recognition and development — Are they investing in their own growth — attending industry events, pursuing professional memberships, learning about new venues and experiences? A concierge who stops developing professionally is coasting.

Staying engaged with hotel operations and opportunities — Do they stay connected to what's happening in the wider hotel, or have they retreated to the desk? An engaged concierge understands occupancy patterns, upcoming events, and strategic priorities. One who's checked out treats the desk as an island.

Note which indicators you couldn't tick and what you've observed. If multiple indicators are absent, this concierge needs urgent attention — increase meeting frequency and focus on understanding what's changed.

Actions and Follow-Up

At the end of every one-to-one, summarise what you've both agreed to do. Say it out loud before you finish:

"So by next time I'm going to: [your actions]. And you're going to: [their actions]. Is that right?"

Then send a brief message confirming: "From today: I'm sorting [X] + [Y]. You're working on [Z]. Chat next [day] at [time]."

What to record:

• Your commitments with deadlines (e.g., "Discuss concierge budget increase with GM by Friday")
• Their commitments with deadlines (e.g., "Visit three new restaurants for potential partnerships this month")
• Any items to escalate to hotel management
• Topics to revisit next time

Follow-through matters more than anything else in this template. If you promise something, tell them when you've done it — don't wait for the next meeting. Message: "Spoke to the GM — your discretionary budget is increasing to [amount] from Monday." Concierges are used to being treated as afterthoughts. Being reliable sets you apart. If you can't do something you promised, tell them immediately and offer an alternative.

Session Notes

Record your overall impressions from the conversation: patterns you're noticing, changes in their engagement or mood, anything you want to revisit in future sessions.

This is also where you note how your approach should adapt:

• First 90 days: 80% listening, 20% guiding. Focus on understanding their network, their approach, and what they need from you.
• Established relationship: Push into strategic territory. Network development, revenue contribution, professional recognition.
• When things are going well: Share business context, involve them in VIP planning, acknowledge their commercial contribution publicly.
• When things are struggling: Increase frequency, ask diagnostic questions, focus on support rather than criticism. Remove obstacles faster.

Over time, these session notes create a narrative of your working relationship — invaluable for performance reviews and progression decisions.

What's next

Once you've established regular one-to-ones, the conversations you have will feed directly into formal performance reviews. See our guide on Concierge performance reviews for how to use the evidence you gather in these sessions to write a thorough, fair assessment.

• Check out our Concierge onboarding guide if you're supporting someone in their first 90 days
• See our Concierge interview questions for hiring the right person in the first place