oh 2-1 agenda o article review or case study o chapter 5 – facilitating employee’s work...

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Agenda

o Article review or Case Study

o Chapter 5 – Facilitating Employee’s Work Performance

o Homework for next week

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Facilitating Employees’ Work Performance

Hospitality Human Resources Management and Supervision

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5

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Learning Objectives:After completing this chapter, you should be able to:

Explain basic communication skills and challenges for restaurant and foodservice managers.

State procedures for coaching employees.

Describe procedures for resolving employee conflicts.

Explain procedures for managing change.

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Learning Objectives:After completing this chapter, you should be able to:

State basic procedures for conducting performance appraisals.

Explain steps in a progressive discipline program.

Describe procedures for employee termination.

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Effective Communication

In order to be effective we must first understand our own strengths and weaknesses ~ ~Self-Evaluation

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COMMUNICATION

Define communication- Process by which information is exchanged

Forms of communication: talking, listening, body language, writing

Supervisors need to be good at communication in order to be effective

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Types of Business Communication

Downward communication: the passage of information from an organization’s higher levels to its lower levels.

Upward communication: the passage of information from an organization’s lower levels to its higher levels.

Lateral communication – the passage of information between peers, or members of the same level.

Customer communication – the passage of information from the organization to customers and clients

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Types of Business Communication continued

Downward communication: Necessary to execute decisions and to give

employees information about the organization

Examples: company and department newsletters

Email

Recorded messages

Reports

Booklets

Meetings

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Upward communication: Initiated by employees who seek to inform or

influence those who are higher up in the organizations hierarchy.

When supervisors have a good relationship with their employees, and when two-way communication between levels of the organization flows freely, upward communication is very powerful.

Examples: employee suggestion boxes, open employee meetings, focus groups, one on one sessions with supervisors/management

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Types of Business Communication continued Lateral communication:

Occurs daily in all operations between employees and managers, before and after the employee is ‘on the clock’

Predominantly informal Examples include:

Business conversation to achieve the requirements of their positions

Mentoring or ‘on the job’ training between employees

Friendly exchange of information: conversations, breaks, etc.

Gossip, rumors and ‘grapevine’ communication

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Customer communication: Occurs continuously The customer can be internal or external

Internal customers are people you work with

Examples include: department meetings, across department lines (back of the house to front of the house), phone, email

External customers are your guests or clients

Examples include: Customer service, phone, email, annual reports, marketing, menu

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Methods of Business Communication

Management-by-walking-around (MBWA) Hands on approach; listening, observing, learning,

communicating

Formal communication: memos, reports, suggestion boxes, employee newsletters

or bulletin boards

Employee Grapevine: rumors and gossip: Provides useful, off-the-record feedback from employees

Managers must be prepared to listen, understand and interpret the information

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Communication Myths “We communicate only when we want to communicate.”

“Words mean the same to me and to you.”

“We communicate chiefly with words.”

“Nonverbal communication is silent communication.”

“The best communication is a one-way message—from me to you.”

“The message I communicate is the message that you receive.”

“There is no such thing as too much information.”

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Some facts about Communication

You need feedback

It can be formal or informal (i.e. grapevine)

It needs to be meaningful, and have a purpose if it is to be remembered

You need to understand the role of emotion, appearance, and prejudice

You need to concentrate in order to truly listen

You need to use language that is appropriate and understood

Listening and writing skills can be improved

Timing is important

You need to understand body language overrules talk

continued

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Barriers to Effective Communication Distractions

Differences in background

Poor timing

Emotions

Personality differences

Prejudice

Differences in knowledge and assumptions

Stress

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Effective Communication

Verbal The message itself, the words you say

Vocal Element of your voice: the intonation, projection and

resonance of the voice that carries those words.

Visual What people see: your face and your body

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Verbal-Vocal-Visual

Most effective communication:

Verbal 7%

Vocal 38%

Visual 55%

Total 100%

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Key Elements of Non-Verbal Communication

1. Eye Communication

2. Posture/Movement

3. Gestures

4. Facial Expression

5. Dress/Appearance

6. Voice/Vocal Variety

7. Touch

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Business Body Language

Posture

Handshakes

Eye Contact

Smiles

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Non Verbal Communication

“When the eyes say one thing, and the tongue another, a practical man relies on the language of the first.”

“What you are stands over you the while and thunders so that I cannot hear what you say to the contrary!”

~Ralph Waldo Emerson

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Principles of Effective Speaking

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Speaking Skills

Effective speaking generally contains an introduction, main body and conclusion

The introduction should: Get the listeners attention

Obtain the listener’s interest

Communicate your purpose for speaking

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Speaking Skills continued

The Main body should: Present key points in a logical manner

Use spoken cues to tell your listener what’s important

Ask questions of listener to make sure they understand

The Conclusion should: Summarize your message

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Speaking Skills continued

Volume, pitch, tone and pace all impact your speaking skills

You should try to vary your speech

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Telephone Communication

Establish proper procedures in professional telephone communication – write a script.

Train all team members on the proper procedures Listen carefully and do not interrupt the caller Maintain a positive & courteous attitude Take notes, if necessary Repeat back message to caller If you cannot handle all requests by the caller,

before transferring the call, take their name and phone number, in case they get disconnected

Close with a positive tone, and thank the caller for calling.

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Organized Writing Process

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Business Writing Tips

Good writing clearly communicates information or ideas, as briefly as possible, to intended readers. At the same time, it obeys certain rules of grammar, spelling, sentence structure, and punctuation.

Before you begin to write:

Have a specific reader or audience in mind

Know your objective

Decide which essential information to include

Determine how to present the information

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Business Writing Tips continued

Use an Outline:

Introduce your topic

List significant points Keep to your objective and sort all points into logical

order that supports your objective

Use plain English and short sentences

Summarize and Conclusion

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Before you distribute your written communication, take a final look:

Is it organized well?

Is it clear?

Is it concise?

Is it accurate?

Is it courteous, friendly, professional?

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Today’s communication includes substantial written communication in email. Remember these simple tips:

Mind Your Manners: Think of the basic rules you learned growing up, like saying please and thank you. Address people you don't know as Mr., Mrs., or Dr. Only address someone by first name if they imply it's okay to do so.

Watch Your Tone: It is very difficult to express tone in writing. You want to come across as respectful, friendly, and approachable. You don't want to sound curt or demanding. Never type in CAPITALS – this generally denotes SHOUTING!

Be Concise: Get to the point of your email as quickly as possible, but don't leave out important details that will help your recipient answer your query.

Be Professional: This means, stay away from abbreviations and don't use emoticons (those little smiley faces). Don't use a cute or suggestive email address for business communications.

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Use Correct Spelling and Proper Grammar: Use a dictionary or a spell checker — whichever works better for you. While you can write in a conversational tone (contractions are okay), pay attention to basic rules of grammar.

Add disclaimers to your emails. It is important to add disclaimers to your internal and external mails, since this can help protect your company from liability.

Read the email before you send it. A lot of people don't bother to read an email before they send it out, as can be seen from the many spelling and grammar mistakes contained in emails. Apart from this, reading your email through the eyes of the recipient will help you send a more effective message and avoid misunderstandings and inappropriate comments.

Do not use an email to discuss confidential information. Sending an email is like sending a postcard. If you don’t want the information to be displayed on a bulletin board, don’t send it. An email can altered, copied, and forwarded. Be careful what you email!

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Obstacles to Listening

· Mind wanders

· Tuning out

· Distractions

· Prejudices

· Judging

· Interrupting

· Advising

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Active Listening Skills

Traits of an Active Listener Does not finish the sentence of others Does not answer questions with questions Is aware of biases…We all have them, control them Never daydreams or becomes preoccupied with own thoughts Lets others talk Does not dominate the conversation Plans responses after the other person has finished speaking Provides feedback, but does not interrupt incessantly Keeps the conversation on what the speaker says- not on what

interests them Takes brief notes. This forces one to concentrate on what is said. Analyzes by looking at all the relevant factors and asks open-ended

questions

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Overview of Coaching Process

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The Coaching Process

Addresses performance behaviors rather than personal traits

Is needed for all hourly employees— not just those aspiring to supervisory positions

Provides feedback, makes suggestions for changes, and helps the employee to improve

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Coaching Principals

Coaching gives employees feedback on an on-going and timely basis

Be tactful, focus on behavior, not employees themselves

Emphasize the positive Demonstrate and review appropriate procedures Explain reasons for change Maintain open communication Conduct negative behavior in private Evaluate work by compairing against standards

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Managing Conflict

Managers must sometimes deal with conflict that arise among employees. Therefore they must know and practice conflict resolution.Three strategies of conflict resolution

Negotiation: discussion between parties with the goal of reaching an acceptable resolution

Mediation: a neutral party facilitates discussion and makes suggestions about an agreement

Arbitration: a neutral party listens and reviews facts and makes a decision to settle the conflict

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Conflict Resolution Steps

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Let’s practice

Case Study: Breaking Down the Barriers

Szende, Peter. Case Scenarios in Hospitality Supervision. Cengage Learning, 2011

Take 15 minutes in groups to analyze the situation and answer the questions.

Report back out to class.

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Managing Change

The only thing constant in the restaurant and hospitality industry is change and it is necessary for survival.

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Change Strategies

Unfreeze the Situation: Understand the current situation and the need for change

Transition to Change: This involves working with the affected team members to help revise policies and procedures, training staff and addressing questions regarding the change.

Refreeze the Situation: All concerns have been addressed and the change should be in place. There is still the need to follow up and verify change is effective, as intended.

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Overcoming Resistance to Change

“We’ve always done it that way – why change!”Strategies to reduce resistance to change:Involve employees in the decision making process – participative managementCommunicate information in advance and how it will impact them.Set appropriate time frame for changeShare past successesReward employees for sharing ideas in the decision making process.

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Managers as Change Agents

A change agent is a person who leads change in an organization.

Change agents encourage all employees to think about better ways of doing things.

Many change agents like to bench mark; any activity that helps identify and analyze best practices to discover ways to improve performance.

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Steps for Implementing Change

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Steps for Implementing Change continued

Discuss need for change: Managers should provide as much information as possible to help employees understand the ‘why’ and ‘how’

Request Employee’s Assistance: Managers should ask employees about their viewpoints and ask them to support the change

Implement Plans: Managers can minimize problems if they ask the affected employees to review

Follow Up: This is the time to genuinely compliment and thank employees and evaluation of the change.

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Performance Appraisal Process

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Employee Performance Appraisals

Employee performance appraisals are a critical aspect of an environment that enables employees to stay motivated.Purpose of employee evaluation:

Discuss and document past performance Ask employees how they think they can improve Review other job related issues Talk about employee development opportunities and

set goals.

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Evaluating employees

Who should do the evaluation: Employee’s immediate supervisor is responsible for preparing

and conducting the evaluation When should the evaluation be done:

Done Regularly As needed to discuss employee performance Minimum 1 time/year

Where and how: One on one meeting Quite, private space, no interruptions Objective as possible

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Obstacles to Effective Performance Evaluations

Unskilled supervisors

Ineffective forms

Inadequate procedures

Infrequent evaluation

Fear of unfairness

Failure to follow up

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Obstacles to Effective Performance Evaluations

Fear of offending employees: When evaluating an unsatisfactory performer,

concentrate on criticizing the poor performance, not the employee

When evaluations are tied to compensation, employees often challenge supervisors.

Make sure that the goals set are measurable (observable), keep accurate records, give frequent feed back during evaluation period

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Common Performance Evaluation Errors

Recency

Past-anchoring errors

Halo errors

Leniency errors

Severity errors

Central Tendency

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Before the Evaluation Session

Review the previous evaluation Share previous evaluation with employee Complete a first draft of a new evaluation Schedule a time and place for the session Prepare by focusing on the results you want to

achieve List questions to ask Focus on improved performance and further

improvements

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During the Evaluation Session

Create a friendly, relaxed atmosphere Conduct the evaluation and note

agreements/disagreements Get feedback from employee Focus on performance, not on personalities Take notes on important issues Clarify your expectations Have the employee sign the evaluation End on a professional note

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After the Evaluation Session

Review your notes and add to them

Complete forms/route copies

Give employee a copy of the evaluation

Follow up with appropriate coaching

Discuss important issues with your own supervisor

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Evaluation Role Playing

Count off 1, 2, 3

Break into groups and identify Role 1 – Supervisor Role 2 – Employee Role 3 – Observer

Take 2-3 minutes to strategize and then begin role play

Observers provide feedback (switch positions)

Groups give report and discuss strengths and where supervisors could improve

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Sample Employee Appraisal Form

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Information Required on Employee Evaluations

Evaluation should include: Name of Employee Date Current Position Evaluation date: From – To Job Specific goals Standard performance standards Comment space, supervisor & employee Total rating Follow-up or action Signature of both supervisor & employee

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Timing for Employee Evaluations

Consistent Procedure for Evaluation: Timing for evaluation: 90 days, 6 months, annually

On anniversary date, hire date in position, first of the year – all employees, etc.

What is tied to evaluation: compensation, training plan, developmental plan

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Agenda

Article Reviews

Finish Chapter 5

Chapter 6: Managing Shifts

Chapter 7: Professional Development

Homework

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Discussing Performance Problems

Step 1: Compare observed performance with SOP’s (Standard Operating Procedures)Step 2: Identify gaps between observed behavior and the SOP’sStep 3: Determine the reason for the gapStep 4: Correct the negative behaviorStep 5: Monitor employee behavior to ensure the problem is corrected.Step 6: If the performance problem is not corrected, follow-up disciplinary action may be needed.

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Progressive Discipline Procedures

Progressive discipline is a series of corrective actions that assist an employee in improving performance by bringing it up to established standards.

Throughout the process, managers should consider training, coaching and evaluation if employee has all tools necessary to do their job.

Managers should also consider if the employee has the ability and interest to perform the job.

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Progressive Discipline continued

Progressive discipline has several objectives: Prevent or minimize misunderstandings between

employee and the manager Ensure employee is given specific evidence of the

unacceptable performance, guidelines for improvement, assistance as required and sufficient time and opportunity to improve.

Reduce the number of situations that result in termination

Ensure that documentation is available to support the organization’s position if a terminated employee later brings a complaint.

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Common Steps in Progressive Dicipline

Oral Warning: Discuss with the employee informally but directly. This

should be a two-way communication between employee and manager. The outcome is employees performance is brought up to standard.

Discussion should include: Identification and agreement of the problem and its

apparent cause Employee role in solving problem Specific actions taken by employee and manager A timetable for assessing progress Notice of disciplinary action that will occur is

performance does not improve.

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Written Warning: If a performance issue continues, the manager must take more formal action – a written warning. The meeting should be held privately in the managers officeThe written report serves as documentation and should be the focus of the meeting.

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Probation: a specific time period during which an employee must consistently meet job standards or other reasonable conditions imposed by the manager as a condition for continued employment.

The probation should be documented An action plan with corrective action steps and time

frame for completion Discussion between employee and manager is

essential. Employee should sign the document

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Sample Progressive Discipline Report

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The document should include the following information:

The date and time of meeting A clear statement of the problem A comparison of the employee’s behavior against

standard or expected behavior A plan of action to improve the performance or solve

the problem The expected outcome that can be evaluated in a

measurable way A deadline for achieving these results

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Helping Employees Improve

Managers have the responsibility to help their employees to improve and be successful.

They must monitor employee performance and discover employees that do not meet standards

Managers should be available as the employee tries to improve.

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Employment Cycle

End of the cycle?????

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Employee Termination

Employee terminations affect customers, employees, and the establishment's profitability.Operating Impacts of Termination

Employee vacancies must be filled, which takes time and money.

Shortage of staff Voluntary termination, with notice, and progressive

discipline does provide time for planning.

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Employment Cycle

Two types of termination:Voluntary (the staff member decides to leave) and Involuntary (the operation asks the employee to

leave).

Two concerns when managing termination: Assuring that employees return all company items, and Conducting exit interviews.

Essential tasks in the termination process can be identified in a termination checklist

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Voluntary Termination

Voluntary termination occurs when an employee decides to leave an organization for personal reasons.

Voluntary terminations are both a happy and a sad occasion.

This type of turnover is expected and cannot be avoided.

Managers should conduct an exit interview with employees who leave on a voluntary basis.

A separation checklist should also be completed.

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Involuntary Terminations

Involuntary termination is a situation in which managers terminate an employee for one or more of these four reasons: Lack of work for the employee Lack of funding. Unsatisfactory performance Violation of company policy

Decision to terminate an employee should be made only after thorough consideration of the facts and circumstances leading to the decision.

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Involuntary Termination – Common Causes

Involuntary termination can occur as the final step in progressive discipline program or as the result of a terminable act.Disruptive or destructive behaviorInsubordination, which is the failure to follow reasonable instructionsTheft of the operation’s or customer’s property or fundsHarassment of employees or customersAlcohol or illegal drug use.Inappropriate conduct toward coworkers or customersConduct harmful to the company’s image either on or off the job

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Termination Process

Basic Steps: Identify the cause for terminating the employee Ensure that proper documentation has been completed

as part of the disciplinary process Obtain necessary approvals from management and

human resources and seek legal advise, if necessary, for termination

Assemble termination package documents and information

Conduct the termination meeting Ensure that the employee surrenders company property

and receives his or her personal property, if any Make adjustment to security as needed, i.e. change

combinations, locks etc.

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Termination concerns

Policies should be in writing and communicated to all employees (verify receipt and understanding of policies with signature)

Consistently apply policies including performance appraisals and disciplinary actions

Terminations should be for objective, job-related issues

Prepare for termination (contact security and include a witness as necessary)

Keep the conversation brief, to the point, professional and DO NOT get drawn into an argument

Keep the actions confidential

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Separation ChecklistUsed to confirm the following

Accrued vacation or sick leave is calculated and paid.

Employee reference release is signed Applicable items are returned. Consolidated Omnibus Budget Reconciliation Act

(COBRA) forms are completed. Any outstanding work is completed/ redistribution of

workload. Loans or salary advances are to be paid. Paperwork for the final pay check is completed. Verification of emergency contact information or

address.

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Additional Items in Separation Checklist

Delivering the employee’s final paycheck

Reporting about subordinates (if terminating employee is a supervisor)

Removing the employee’s ID from computer systems, phone systems

Returning keys or uniforms

Exit Interview

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Purposes of Exit Interviews

Acknowledge conclusion of person’s work.

Provide information to the operation.

Determine whether employee is angry, and if a lawsuit may arise.

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Exit Interview Information

Basic information: names, current position, initial date of hire, length of employment, and interview date.

Reason for leaving

Areas of satisfaction/dissatisfaction

Effectiveness of orientation/training

Assessment of the employment relationship

Effectiveness of supervisory style

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Exit Interview Methods

Face-to-face

Telephone

Computer/based (online)

Paper

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Exit Interview Formats

Structured interviews Designed to collect specific information

Unstructured interviews Provides an opportunity for the employee to discuss

a wide range of subjects

Exhibit 5.18, page 159, Sample Exit Interview Questions and 5.19, page 161, Sample Exit Interview Form

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Exit InterviewQuestions

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Exit InterviewForm

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Exit Interviews—When and Where?

When Near, but not on, the employee’s last day

Where In a private place free from distractions

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Who Should Conduct the Interview?

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Exit Interview Skills

Communication (including listening)

Question-asking skills

Note recording skills

Patience

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Evaluating Exit Interview Information

Step 1 – Review and categorize. Determine the best categories.

First review information that may suggest legal problems.

Provide and record information that allows comparisons between exit interviews.

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Evaluating Exit Interview Information continued

Step 2 – Gather additional information. Some information may need to be clarified.

Talk with the employee again, if possible.

Observe other employees’ performance/behavior.

Talk with the employee’s immediate supervisor/coworkers.

Analyze employee records.

Review other documents and data.

Expensive investigations of every issue noted are not always practical/necessary.

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Evaluating Exit Interview Informationcontinued

Step 3 – Look for patterns. Consider whether the employee was a

good fit for the job.

Total and compare the responses from persons who had the same job or same level of responsibility.

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Sample Information Analysis

Reason Cited

Servers

Bussers

Ast. M

anager

Dishw

ashers

Prep Cooks

Chefs

Total

Safety 0 0 0 0 0 0 0

Low Compensation 1 2 1 2 2 1 9

Scheduling Problems 5 3 1 0 0 0 9

Management Difficulties 0 1 0 1 0 0 2

Total 10 8 3 6 3 1 31

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Exit Interviews

This manager is thanking a departing employee for participating in the exit interview, and for helping the operation while she was a staff member.

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Using Exit Interview Information

After the biggest problems are known, they can be addressed.

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Factors that Affect Problem Resolution Priorities

Problems that may result in legal claims or lawsuits

Policies or business plans that may dictate priorities

Return on investment (time, cost, and effort versus benefit)

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How Would Answer the Following Questions?

1. When an employee decides he/she wants to leave the operation, this is called a _______ termination.

2. The best method for an exit interview involves a _______ interview method.

3. An _______ interview provides the best opportunity for an employee to discuss a wide range of topics.

4. The employee’s immediate supervisor (is/is not) the best possible exit interviewer.

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How Would You Answer the Following Questions?

1. When first reviewing exit interview information, start by looking for information about _______.

2. Analysis of exit interview information may suggest that the employee selection process needs revision. (True/False)

3. Every problem identified in exit interview should be addressed. (True/False)

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Next Week

Project component: Employee Evaluation Name of Employee, Date, Current Position,

Evaluation Date: From – To, Job Specific Goals, Performance Standards, Comment space - supervisor & employee, Total Rating, Follow-Up or Action, Signature of both supervisor & employee

Written Procedure for Evaluation: Timing for evaluation: 90 days, 6 months, annually, on anniversary date, hire date in position, first of the year – all employees, etc.

What is tied to evaluation: compensation, training plan, developmental plan

Article Review – over topic in Chapter 5

Read Chapters 6 and 7

oh 2-1 agenda o article review or case study o chapter 5 – facilitating employee’s work...

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