1. © 2007, Educational Institute Chapter 6 Evaluating and Coaching Supervision in the Hospitality Industry Fourth Edition (250T or 250)

2. © 2007, Educational Institute 1 Competencies for Evaluating and Coaching 1.List the benefits of performance evaluations and common obstacles that interfere with their effectiveness. 2.Identify common errors to avoid when evaluating employee performance. 3.Describe the different approaches to performance evaluations including comparative methods, absolute standards methods, and management by objectives methods. (continued)

3. © 2007, Educational Institute 2 Competencies for Evaluating and Coaching 4.Identify the steps the supervisor should take when conducting performance evaluations. 5.Describe coaching principles and techniques. 6.Distinguish between informal and formal coaching. (continued)

4. © 2007, Educational Institute 3 Obstacles to Effective Performance Evaluations Unskilled supervisors Ineffective forms Inadequate procedures Infrequent evaluation Fear of offending employees Fear of unfairness Failure to follow up

5. © 2007, Educational Institute 4 Common Performance Evaluation Errors Recency errors Past-anchoring errors Halo errors Leniency errors Severity errors Central-tendency errors

6. © 2007, Educational Institute 5 Comparative Methods of Evaluating Performance Simple ranking Alternative ranking Paired comparison Forced distribution

7. © 2007, Educational Institute 6 Absolute Standards Methods of Evaluating Performance Critical Incidents Weighted Checklist Forced Choice Graphic Rating Scale Behaviorally Anchored Rating Scale

8. © 2007, Educational Institute 7 Management by Objectives 1.Goals are set with the employee. 2.Strategies for training, coaching, etc. are built into the plan. 3.Next evaluation compares goals reached with goals originally set. 4.New goals and strategies for attaining them are set from the next evaluation period.

9. © 2007, Educational Institute 8 Before the Evaluation Session 1.Review the previous evaluation 2.Share previous evaluation with employee 3.Complete a first draft of a new evaluation 4.Schedule a time and place for the session 5.Prepare by focusing on the results you want to achieve 6.List questions to ask 7.Focus on improved performance and further improvements

10. © 2007, Educational Institute 9 During the Evaluation Session 1.Create a friendly, relaxed atmosphere 2.Conduct the evaluation and note agreements/disagreements 3.Get feedback from employee 4.Focus on performance, not on personalities 5.Take notes on important issues 6.Clarify your expectations 7.Have the employee sign the evaluation 8.End on a professional note

11. © 2007, Educational Institute 10 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

12. © 2007, Educational Institute 11 Coaching vs. Counseling and Disciplining Coaching: a supervisory function that helps employees improve their performance on the job by providing feedback Counseling: a function of trained professionals that helps employees learn to solve their own, non-job-related problems Disciplining: a supervisory function generally required when an employee knows how to complete a task, but performs poorly on purpose

13. © 2007, Educational Institute 12 Coach, Counsel, or Discipline? 1.For the third time this month, Henry showed up late for work. 2.Over the past month, Jennifer changed from a smiling, friendly employee to a withdrawn, almost surly person. 3.With more eye contact, a bigger smile, and more knowledge of the menu, Josie could be one of the best servers in the restaurant.

14. © 2007, Educational Institute 13 Performance Goals Clear and specific Measurable Time-specific Achievable Example: “Consistently clean a standard guestroom in 16 minutes beginning the first of next month.”

15. © 2007, Educational Institute 14 Goal-Setting Steps 1.Specify the objective/tasks to be completed 2.Establish attainable goals 3.Specify how performance will be measured 4.Specify the outcome to be reached 5.Set a deadline 6.Set priorities 7.Determine coordination efforts 8.Establish an action plan

16. © 2007, Educational Institute 15 Prepare for Coaching Determine your objective Gather information Schedule the coaching session Reflect on your attitudes toward the session and the employee Anticipate the employee’s attitudes

17. © 2007, Educational Institute 16 Conduct the Coaching Session 1.Establish a comfortable atmosphere 2.Start slowly 3.Describe the problem in a positive way 4.Discuss performance standards 5.Ask the employee to help solve the problem (continued)

18. © 2007, Educational Institute 17 Conduct the Coaching Session 6.Focus on the performance, not on the employee 7.Offer your ideas 8.Decide on a course of action 9.Schedule a follow-up session 10.Express confidence in the employee’s ability to improve (continued)

19. © 2007, Educational Institute 18 Follow Up the Coaching Session Following up is the supervisor’s responsibility, not the employee’s Give help Provide encouragement Document improvements