oh 7-1 professional development programs hospitality human resources management and supervision 7 oh...
Post on 25-Dec-2015
213 Views
Preview:
TRANSCRIPT
OH 7-1
Professional Development Programs
Hospitality Human Resources Management and Supervision7
OH 7-1
OH 7-2
Learning ObjectivesAfter completing this chapter, you should be able to:
Explain the importance of professional development.
Describe basic professional development strategies.
Identify procedures for professional development planning meetings.
Provide information about professional development programs for managers.
OH 7-3
Learning ObjectivesAfter completing this chapter, you should be able to:
Explain three commonly used professional development methods.
Identify other professional development methods. Describe basic procedures for developing
succession plans.
OH 7-4
Develop Employees
OH 7-5
Overview of Professional Development
Professional Development refers to experience, training and education provided to help employees do their current jobs better and prepare them for other positions.
The term refers both to actions taken for a single employee and actions the operation takes to improve employees in general.
A professional development program can involve formal training activities or informal activities such as coaching.
OH 7-6
Overview of Professional Development continued
Employees require all skills needed for the job
A skill gap is the difference between the skills an employee presently has and the skills that are needed.
There are several ways that managers can learn about skill gaps
Personal observation. Reports by supervisors. Reports or complaints by other workers, customers, or
vendors. Routine performance evaluations.
OH 7-7
Overview of Professional Development continued
Advanced skills can increase productivity.
Employees need different knowledge and skills. Changes in equipment or procedures may be made.
New governmental regulations may be mandated.
Employees desire different jobs.
OH 7-8
Responsibility for Professional Development
The operation is responsible for providing professional development methods and opportunities, including paying for the costs. In return, an employee will be better able to help the establishment succeed.
The immediate manager is responsible for assessing development needs, recommending and assisting in the development of goals and methods, and assessing progress.
The employee carries most of the responsibility for his or her development and achieving the agreed-on goals.
OH 7-9
Professional Development Strategies
OH 7-10
STEP 1: Establish Goals While Considering the Budget
Goals should focus on the operation’s needs first and then the employee’s goals.
Managers should be aware of the amount budgeted for professional development and then consider priorities when developing plans for specific employees.
Goals should be measurable and written plan established, which should be signed by the manager and the employee after agreement.
OH 7-11
STEP 2: Select Development Methods
After goals are agreed and budgets approved, methods to acquire the necessary knowledge and skills must be identified.
Consider opportunities within the organization: cross-training or on-the-job training, OJT.
Educational opportunities that relate to the goals of the program might be sourced outside the establishment.
OH 7-12
Select Development Methods continued
Examples of educational opportunities: Local trade schools or four year degree programs Trade or professional association resources Books, videos or computer based training Classes and materials available on the Internet
Special questions should be addressed How will different activities in the plan be prioritized? How much time will each activity take What does the operation expect as a result of
successful completion of the activity How will the plan be evaluated?.
OH 7-13
Select Development Methods continued
• A sample worksheet that a manager can use to assist an employee in attaining knowledge and skills for another position.
• A series of these development plans can be used over time to address transfers or advancements.
OH 7-14
STEPS 3-5: Approve, Implement, Monitor Progress and Evaluate Plan
Throughout the program, the manager and employee should meet to discuss progress and ways to overcome obstacles.
The manager should: Observe the employee’s new and exiting behaviors
Provide feedback
Discuss progress being made to achieve goals
Evaluation is easier if the goals are measurable.
OH 7-15
STEPS 6-7: Celebrate and Maintain Success
Evaluate and celebrate success along the way
If additional resources and training are needed; the dollars and time invested will need to be evaluated and determined if sufficient budget and time are available.
The employee may be asked to provide a written or oral summary of the learning experience.
Successful completion of agreed-on activities should be followed by recognition of success.
OH 7-16
Employee Development Planning Meeting
What—meeting to plan employee development goals and how they will be achieved
When—in conjunction with, but separate from, an employee’s performance review
How—a planned series of steps
OH 7-17
Preparing and Starting Employee Development Planning Meetings
Meet in a quiet and private place.
Have a clear agenda, collect data about the employee’s developmental needs, and use an outline.
State that you want to help the employee to improve.
Consider a time frame for development.
Listen to the employee’s needs and concerns.
OH 7-18
An Employee DevelopmentPlanning Meeting
Being prepared for and sincerely interested in helping the employee to improve will help to assure a successful meeting.
OH 7-19
Discussion Topics in Goal-Setting Session
Current work assignments and required knowledge and skills
Current skills and knowledge of the employee
Corrective actions, if any, that are needed
Employee’s career plans, and the skills and knowledge required to meet his/her goals
OH 7-20
Types of Developmental Goals
To attain a skill or knowledge
To improve a skill or attitude Skills – Intellectual or physical actions that help
accomplish a goal.
Knowledge – Information stored in a person’s mind, such as facts, concepts, rules and procedures
Attitudes – Feelings about facts or situations that influence behaviors, such as liking to help people or disliking being interrupted
OH 7-21
Types of Developmental Goals continued
OH 7-22
Setting Employee Development Goals
Each employee’s goals will likely be unique, but they should support the operation’s overall goals.
Managers can help staff establish personal and professional goals and to align them correctly.
Goals can be agreed upon formally (in writing) or informally (verbal statement/agreement)
OH 7-23
Determining Opportunities for Development
Within the operation, including general and cross-training
Opportunities within the community
Formal education programs Trade/professional association resources
Community library materials
Internet resources
OH 7-24
Establishing and Implementing the Development Plan
The supervisor-employer agreement must address The plan’s time frame and goals
Method(s) for development
How the method(s) will be monitored and measured
The supervisor and employee should meet as agreed to discuss progress and provide feedback.
OH 7-25
How Would You Answer the Following Questions?
1. Who is the person most responsible for an employee’s development.
2. A _______ represents the difference between the skills an employee has, and the skills that are needed.
3. A manager (should/should not) ask staff to clarify personal development goals.
OH 7-26
Continuous Improvement
Continuous improvement through professional development is essential for success in restaurant and foodservice management.
Certification is one way to do this.
Certification requires an individual to demonstrate a high level of skill and to meet specific performance requirements by participating in a rigorous process.
OH 7-27
Continuous Improvement continued
Examples of Sources of Certification: National Restaurant Association
Foodservice Management Professional (FMP) ServSafe food protection manager certificate ServSafe Alcohol certificate ManageFirst Professional (MFP) credential
The State and local restaurant Associations International Food Service Executives Association
(IFSEA) Women’s Foodservice Forum (WFF) American Culinary Federation (ACF)
OH 7-28
Continuous Improvement continued
Networking is a process in which persons build relationships to: Help with their career advancement, Keep updated in the industry and Seek advise about common operating challenges
How? Attend meeting, seminars and conventions Participate in community events Participate in local job fairs Join the local Chamber of Commerce Volunteer as a community mentor Active member in professional organizations
OH 7-29
Employee Development Method—Cross-Training
Cross training allows manager or their employees to learn a job related to their own, often by working closely with an employee currently doing the job.
Step 1 – Prepare a list of important skills in each job.
Step 2 – Identify the employees to be cross-trained.
Step 3 – Implement cross-training opportunities.
OH 7-30
Delegation
Delegation is a process of working with and through others to complete a task or project.
Allows employees to attain work tasks and responsibilities that are not a normal part of their position.
Tasks appropriate for delegation: fact finding tasks, detail work, repetitive tasks, “standing in” tasks.
OH 7-31
Delegation continued
Several steps should be used if the delegation process is to be effective:.
1. Preparation: Manager and employee work together to select the task to be delegated, which the manager clearly defines
2. Planning: Manager should meet with the employee to describe the assignment in details and discuss all the facts and required results.
3. Execution: The manager turns over the project or task to the employee.
4. Assessment: A meeting to discuss the results, process and lessons learned
5. Appreciation: Acknowledge the employee to recognize their effort and contribution.
OH 7-32
Mentoring
Mentoring is a process which an experienced employee provides advice to less experienced employees about concerns relating to the job, establishment, and profession.
Mentors can be provided as a part of orientation. Long term mentoring relationships can provide
input and continuity for an employee’s professional development.
Mentors serve in many roles as they interact with the employees assigned to them.
OH 7-33
Mentoring continued
Effective mentors have significant experience in the operation/industry.
They are in higher level positions than the employee being mentored
They enjoy a favorable reputation in the organization.
They are accessible. They have time and interest in helping the
person being mentored.
OH 7-34
Mentoring continued
Mentors are good communicators with effective interpersonal and listening skills.
They are good motivators and learn and listen to determine and understand the goals of the person being mentored.
They respect confidentiality and provide honest feedback.
OH 7-35
Mentoring continued
Those participating in long-term mentoring relationships for professional development purposes often go through several stages.
The stages are defined in the text book on page 225.
OH 7-36
Employee Development Programs Can Be Ineffective
Managers must confront the challenge of determining whether retraining will successfully address a specific problem.
Seldom does a single event or developmental program move an employee all the way to the final goal. More typically, several feedback and planning sessions must be conducted during multiple improvement periods.
It is difficult to modify attitudes.
Training may not overcome physical capabilities and aptitudes.
Some people cannot learn certain things.
OH 7-37
Developing Succession Plans
Succession planning is the process used by many organizations to ensure that employees will be recruited for and prepared to fill key position when they become vacant.
These are sometimes geared towards those individuals recruited for “fast-track” positions.
Several steps should be used to develop succession plans:
OH 7-38
Developing Succession Plans continued
Step 1: Review job descriptions to determine which position to include in the plan
Step 2: Write the succession plan Step 3: Develop a training program and select or
recruit employees for each position in the succession plan.
Step 4: Train the employees, evaluate trainees, and revise training activities as necessary.
Step 5: Evaluate the plan periodically to ensure it is still useful.
Details on each of these steps can be found on pages 229 and 230 of the text book.
OH 7-39
Next Week
Article review on any topic covered today
Position Checklist – create a checklist for your chosen position: sanitation, opening, or closing (one checklist). In a short paragraph indicate how often the checklist is to be completed and who is responsible to verify/review employee completion and what actions should be taken if incomplete. Or Standard Operating Procedure (SOP) – write a Standard Operating Procedure for a task your chosen position would perform. The SOP should include: 1) Task, 2) Detailed steps to achieve task, 3) Specific order of steps, 4) Level of quality expected, i.e. speed of service, food safety or hospitality that employees are expected to demonstrate.
Read Chapters 8 & 9
OH 7-40
Key Terms:
Certification The process through which an organization grants recognition to an individual who meets certain established criteria.
Cross-training Training in which an employee learns how to do work normally done by someone in a different position.
Delegation A process of working with and through others to complete a task or project; it shares authority and entrusts employees to accomplish the tasks assigned to them.
Developmental goal A description of the knowledge and skills that need to be gained or improved on to eliminate or reduce an employee’s knowledge and skills gap.
Knowledge or skill gap A difference between the knowledge or skills a manager or employee already has and those that are needed to do the job.
OH 7-41
Key Terms: continued
Mentoring A process in which an experienced employee provides advice to less-experienced employees about concerns relating to the job, establishment, and profession.
On-the-job training (OJT) A one-on-one approach to training conducted at the work site.
Professional development Any experience, training, and education provided to help employees do their current jobs better and prepare them for other positions.
Succession planning A process used by many organizations to ensure that employees will be recruited for and prepared to fill key positions when they become vacant.
top related