1. HOSPITALITY HUMAN
RESOURCES MANAGEMENT AND
SUPERVISION

2. Facilitating Employees’ Work Performance
Chapter 5
Facilitating Employees’ Work Performance

3. Learning Objectives
Explain basic communication skills and challenges for restaurant and foodservice managers
State procedures for coaching employees
Describes procedures for resolving employee conflicts
Explain procedures for managing change

4. Learning Objectives
State basic procedures for conducting performance appraisals
Explain steps in a progressive discipline program
Describe procedures for employee terminations

5. 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)

6. Challenges Word Meaning Jargon Gestures
Cultural/Generational Differences
Assumptions; Fixed Ideas; Opinions
Distractions
Timing
Clarity; Tone

7. 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

8. 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

9. 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

10. 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

11. Managing Conflict Conflict resolution strategies
Negotiation
Mediation
Arbitration
Conflict resolution steps
Identify concerns
Determine the facts
Develop a resolution
Communicate the resolution
Document the agreement reached
Follow up on the agreement

12. 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

13. 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

14. 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

15. Discussing Performance Problems
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

16. 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

17. 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

18. 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

19. 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

20. 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

21. 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?

22. 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

23. 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

24. 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

25. 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