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Agenda o Article review or Case Study o Chapter 5 – Facilitating Employee’s Work Performance o Homework for next week OH 2-1 Facilitating Employees’ Work Performance 5 OH 2-2 2-2 Hospitality Human Resources Management and Supervision 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. OH 2-3 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. OH 2-4 Effective Communication In order to be effective we must first understand our own strengths and weaknesses ~ ~Self-Evaluation OH 2-5 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 OH 2-6 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 OH 2-7 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 OH 2-8 Types of Business Communication continued 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 OH 2-9 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 OH 2-10 Types of Business Communication continued 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 OH 2-11 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 OH 2-12 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.” OH 2-13 Some facts about Communication OH 2-14 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 Barriers to Effective Communication Distractions Differences in background Poor timing Emotions Personality differences Prejudice Differences in knowledge and assumptions Stress OH 2-15 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 OH 2-16 Verbal-Vocal-Visual Most effective communication: OH 2-17 Verbal 7% Vocal 38% Visual 55% Total 100% Key Elements of Non-Verbal Communication OH 2-18 1. Eye Communication 2. Posture/Movement 3. Gestures 4. Facial Expression 5. Dress/Appearance 6. Voice/Vocal Variety 7. Touch Business Body Language Posture Handshakes Eye Contact Smiles OH 2-19 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 OH 2-20 Principles of Effective Speaking OH 2-21 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 OH 2-22 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 OH 2-23 Speaking Skills continued Volume, pitch, tone and pace all impact your speaking skills You should try to vary your speech OH 2-24 Telephone Communication Establish proper procedures in professional OH 2-25 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. Organized Writing Process OH 2-26 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 OH 2-27 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 OH 2-28 Business Writing Tips continued 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? OH 2-29 Business Writing Tips continued Today’s communication includes substantial written communication in email. Remember these simple tips: OH 2-30 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. Business Writing Tips continued OH 2-31 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! Obstacles to Listening OH 2-32 · Mind wanders · Tuning out · Distractions · Prejudices · Judging · Interrupting · Advising 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 OH 2-33 Overview of Coaching Process OH 2-34 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 OH 2-35 Coaching Principals Coaching gives employees feedback on an on OH 2-36 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 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 OH 2-37 Conflict Resolution Steps OH 2-38 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. OH 2-39 Managing Change The only thing constant in the restaurant and hospitality industry is change and it is necessary for survival. OH 2-40 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. OH 2-41 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 management Communicate information in advance and how it will impact them. Set appropriate time frame for change Share past successes Reward employees for sharing ideas in the decision making process. OH 2-42 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. OH 2-43 Steps for Implementing Change OH 2-44 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. OH 2-45 Performance Appraisal Process OH 2-46 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. OH 2-47 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 OH 2-48 Obstacles to Effective Performance Evaluations Unskilled supervisors Ineffective forms Inadequate procedures Infrequent evaluation Fear of unfairness Failure to follow up OH 2-49 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 OH 2-50 Common Performance Evaluation Errors Recency Past-anchoring errors Halo errors Leniency errors Severity errors Central Tendency OH 2-51 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 OH 2-52 During the Evaluation Session Create a friendly, relaxed atmosphere Conduct the evaluation and note OH 2-53 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 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 OH 2-54 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 OH 2-55 Sample Employee Appraisal Form OH 2-56 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 OH 2-57 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 OH 2-58 Agenda Article Reviews Finish Chapter 5 Chapter 6: Managing Shifts Chapter 7: Professional Development Homework OH 2-59 Discussing Performance Problems Step 1: Compare observed performance with SOP’s (Standard Operating Procedures) Step 2: Identify gaps between observed behavior and the SOP’s Step 3: Determine the reason for the gap Step 4: Correct the negative behavior Step 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. OH 2-60 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. OH 2-61 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. OH 2-62 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. OH 2-63 Common Steps in Progressive Dicipline 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 office The written report serves as documentation and should be the focus of the meeting. OH 2-64 Common Steps in Progressive Dicipline Probation: a specific time period during which an OH 2-65 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 Sample Progressive Discipline Report OH 2-66 Common Steps in Progressive Dicipline 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 OH 2-67 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. OH 2-68 Employment Cycle End of the cycle????? OH 2-69 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. OH 2-70 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 OH 2-71 Voluntary Termination Voluntary termination occurs when an employee OH 2-72 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. 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. OH 2-73 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 behavior Insubordination, which is the failure to follow reasonable instructions Theft of the operation’s or customer’s property or funds Harassment of employees or customers Alcohol or illegal drug use. Inappropriate conduct toward coworkers or customers Conduct harmful to the company’s image either on or off the job OH 2-74 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. OH 2-75 Termination concerns OH 2-76 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 Separation Checklist Used 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. OH 2-77 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 OH 2-78 OH 2-79 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. OH 2-80 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 OH 2-81 Exit Interview Methods Face-to-face Telephone Computer/based (online) Paper OH 2-82 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 OH 2-83 Exit Interview Questions OH 2-84 Exit Interview Form OH 2-85 Exit Interviews—When and Where? When Near, but not on, the employee’s last day Where In a private place free from distractions OH 2-86 Who Should Conduct the Interview? OH 2-87 Exit Interview Skills Communication (including listening) Question-asking skills Note recording skills Patience OH 2-88 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. OH 2-89 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. OH 2-90 Evaluating Exit Interview Information continued 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. OH 2-91 Sample Information Analysis Bussers Ast. Manager Dishwashers Prep Cooks Chefs Total OH 2-92 Servers Reason Cited 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 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. OH 2-93 Using Exit Interview Information After the biggest problems are known, they can be addressed. OH 2-94 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) OH 2-95 How Would Answer the Following Questions? OH 2-96 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. How Would You Answer the Following Questions? OH 2-97 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) 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 2-98