HOSPITALITY HUMAN
RESOURCES
MANAGEMENT AND
SUPERVISION
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved.
Chapter 5
Facilitating
Employees’
Work
Performance
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved.
Learning Objectives
1. Explain basic communication skills and
challenges for restaurant and foodservice
managers
2. State procedures for coaching employees
3. Describes procedures for resolving
employee conflicts
4. Explain procedures for managing change
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved.
Learning Objectives
5. State basic procedures for conducting
performance appraisals
6. Explain steps in a progressive discipline
program
7. Describe procedures for employee
terminations
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved.
Communication
• Basic Communication Skills
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Speak Like a Pro (Exhibit 5.1, p. 126)
Use the Telephone Like a Pro
Listen Like a Pro
Write Like a Pro (exhibit 5.3, p. 129)
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved.
Challenges
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Word Meaning
Jargon
Gestures
Cultural/Generational Differences
Assumptions; Fixed Ideas; Opinions
Distractions
Timing
Clarity; Tone
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved.
Managing the Grapevine
• Informal channel of communication
• Can be good and can cause problems
– Can foster environment that encourages
information sharing & respect
– Can cause negative comments and gossip
– Rumors: information without a source
– Supervisors must manage rumors
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved.
Nonverbal Communication
• During one-on-one
• Most noticeable during public speaking
• Can convey feeling that message is not
important
• Can make any message a miscommunication
• Cues can be seen in written communication
• Have different meaning for different cultures
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved.
Coaching
• Overview of the Process
– One of best ways to improve performance
– Takes listening skills, patience, and focus
– 3 steps (see exhibit 5.6, p. 133)
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Compare actual to expected behavior
Reinforce positive and correct negative
Practice ongoing coaching
– Do not embarrass or punish the employee
– Not a one-time activity
– Commitment to help employee to solve their
own problems
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved.
Coaching
• Principles
– Be tactful; focus on behavior not employee
– Emphasize the positive
– Demonstrate and review appropriate
procedures
– Explain reasons for changes
– Maintain open communication
– Conduct negative discussions in private
– Evaluate work by comparing performance to
standards
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved.
Managing Conflict
• Conflict resolution strategies
– Negotiation
– Mediation
– Arbitration
• Conflict resolution steps
1.
2.
3.
4.
5.
6.
Identify concerns
Determine the facts
Develop a resolution
Communicate the resolution
Document the agreement reached
Follow up on the agreement
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved.
Managing Change
• The Challenge of Change
– Affects a few or all
– Internal pressures
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Better service
Budgeted costs
technology
– External pressures
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Evolving wants and needs of customers
Impact of new products and equipment
Regulatory issues
– Need to develop goals in the light of change
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved.
Managing Change
• Overcoming Resistance
– “We have always done it this way!”
– Understand and address the human nature
resistant to change
– Strategies:
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Involve employees in decision-making process
Inform employees in advance
Select an appropriate time to implement
Share past success
Reward employees for sharing ideas
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved.
Performance Appraisals
• Critical for improvement & motivation
• Formal process
• Purpose
– Discuss past performance
– Establish new goals
– Review job-related issues & development
opportunities
– Obtain agreement
– Document performance
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved.
Discussing Performance Problems
1.
2.
3.
4.
5.
6.
Compare observed behavior with SOPs
Identify gaps—minor to major
Determine reason for gaps
Correct- coaching and/or retraining
Monitor to ensure problem corrected
If not, may need disciplinary action
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved.
Progressive Discipline Procedures
• Answers the questions:
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Is retraining needed?
Would coaching be beneficial?
Would additional tools or equipment help?
Does the employee have the ability & interest
to perform the job?
– Would the employee benefit from a transfer
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved.
Progressive Discipline Procedures
• Common steps in progressive discipline
Step 1: Oral warning
– Informal direct two-way discussion with employee
– An agreement between employer & employee
– Should cover:
• Identification of problem & apparent causes
• The employee’s role in solving the problem
• Specific actions to be taken
• A timetable
• Action that will occur if performance does not
improve
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved.
Progressive Discipline Procedures
Step 1: Oral warning (continued)
– Report:
• Date conversation took place & involved
individuals
• Nature of the problem in specific detail
• Corrective action agreed upon by employee
& manager
• Date for follow-up & progress report
completion
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved.
Progressive Discipline Procedures
Step 2: Written warning
• Situation becomes more serious, more formal action
required
• Private meeting with manager
• Written warning basis for discussion
• Information reviewed and employee given
opportunity to respond in writing
• Report then signed & dated by both manager &
employee
• Placed in employee’s personnel file
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved.
Progressive Discipline Procedures
Step 3: Probation
• Specific time to consistently meet standards or
conditions set by manager as condition for continued
employment
• Written notice signed by employee
• Failure to comply will result in termination
• Improvement timelines
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved.
Employee Terminations
• Operating impact
Voluntary
– Expected but can not be avoided
– Reasons: career change, better position
somewhere else, retiring, starting a family,
moving, returning to school
– Will others have to pick off the work until a
replacement is found?
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved.
Employee Terminations
Involuntary
• Done for well-being of the operation
– Reasons for:
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Lack of available work or funding for position
Unsatisfactory performance
Violation of company policy
All facts must be thoroughly considered
Progressive discipline steps should be followed first
Costs associated with
Wrongful discharge
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved.
Employee Terminations
• Process
Step 1: identify the legal policy-based cause
• Voluntary—personal reasons of importance
to employee
• Involuntary
Step 2: Ensure proper documentation complete
Step 3: Obtain necessary approvals & seek legal
advice if necessary
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved.
Employee Terminations
• Process (continued)
Step 4: Assemble termination package
documents & information
Step 5: Conduct termination meeting
Step 6: Ensure company property is surrendered
and personal property received
Step 7: Make adjustments to security as needed
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved.
Employee Terminations
• Exit interviews for voluntary terminations
– Reasons:
• Determine real reason employee is leaving
• To discover grievances that can be corrected
– Ways information is helpful:
• Reducing turnover
• Developing procedures to improve work
experience
• Identifying & addressing any problems
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved.