Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. HOSPITALITY HUMAN RESOURCES MANAGEMENT AND SUPERVISION

Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Facilitating Employees’ Work Performance Chapter 5

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 – 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 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) 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.Identify concerns 2.Determine the facts 3.Develop a resolution 4.Communicate the resolution 5.Document the agreement reached 6.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 Better service Budgeted costs technology – External pressures 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: 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.Compare observed behavior with SOPs 2.Identify gaps—minor to major 3.Determine reason for gaps 4.Correct- coaching and/or retraining 5.Monitor to ensure problem corrected 6.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: – 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: 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