Evaluating Employee Performance

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Evaluating Employee Performance

• Human Resources Management and Supervision

OH 9-1
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Evaluating employees

• Purpose
• Compares employee performance against standards
• Discuss strengths opportunities for improvement
• Usually tied to compensation wages, salary,
  merit increases bonuses
• Basis for decisions regarding training/coaching
• Employees immediate supervisor is responsible
  for preparing and conducting the evaluation

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Evaluating employees

• Who should do the evaluation
• Employees 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

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Obstacles to Effective Performance Evaluations

• Unskilled supervisors
• Ineffective forms
• Inadequate procedures
• Infrequent evaluation
• Fear of offending employees
• Fear of unfairness
• Failure to follow up

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Common Performance Evaluation Errors

• Recency errors
• Past-anchoring errors
• Halo errors
• Leniency errors
• Severity errors
• Central-tendency errors

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Absolute Standards Methods of Evaluating
Performance

• Critical Incidents
• Weighted Checklist
• Forced Choice
• Graphic Rating Scale
• Behaviorally Anchored Rating Scale

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Management by Objectives

• Goals are set with the employee.
• Strategies for training, coaching, etc. are built
  into the plan.
• Next evaluation compares goals reached with goals
  originally set.
• New goals and strategies for attaining them are
  set from the next evaluation period.

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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

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During the Evaluation Session

• Create a friendly, relaxed atmosphere
• Conduct the evaluation and note
  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

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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

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Evaluation Role Playing

• Count off 1,2,3
• Break into groups
• 1 person supervisor
• 1 person employee
• 1 person observer
• Take 20 minutes
• At end of role play, take observers check list
  and discuss strengths areas where supervisor
  could improve
• Report to class

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Samples of Evaluations Project Requirements

• 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

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Samples of Evaluations Project Requirements

• 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

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Managing Shifts to Ensure a Quality Operation
9

• Human Resources Management and Supervision

OH 9-14
15
Chapter Learning Objectives

• Explain tools helpful in assuring compliance with
  standards.
• Discuss the importance of shift planning and goal
  setting.
• Summarize procedures for scheduling staff.
• Identify tactics for developing and using
  checklists to ensure use of proper procedures.
• Describe the purpose and use of communication
  logs.
• Describe procedures for conducting pre- and
  post-shift meetings.
• Recognize critical incidents.

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Standard Operating Procedures and Standards

• Standard operating procedures define what steps
  people should take to do something.
• Standards indicate levels of quality, speed, food
  safety, or hospitality that employees must
  demonstrate while doing their work.
• Standard operating procedures and standards are
  needed to establish a foundation of how things
  are done.
• Tools can be developed to ensure these procedures
  are completed and standards are met.

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Checklists and Communication Logs

• Checklists
• Help staff to remember and complete all tasks
  necessary for a successful operation
• Communication logs
• Record information about what happens on a shift
• Allow managers to share information with managers
  on future shifts
• Please turn to page 206 in text, for examples

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Standards of Service and Quality

• Operating standards identify correct ways of
  doing things.
• Managers communicate standards when they provide
  employees with information about what to do and
  how to do it.
• Lets look at the Service Standards in your text
  on pages 208-214

OH 9-5
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Standards of Service and Quality continued

• Hopefully, there is only one way to properly set
  this table in this dining room. The proper way is
  defined in standards, and staff are trained to
  use these standards every time every table is
  made ready.

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Setting Shift Goals

• Examples of goals, which allow supervisors and
  managers to be prepared and pro-active to
  business needs and requirements
• To ensure quality service
• To reduce breakage
• To increase sales
• To decrease customer complaints
• To reduce food cost

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Planning for a Shift

• Address the following questions.
• Is there anything new or different?
• Are there any special meals?
• Was the room booked correctly?
• When do we expect the highest demand?
• Will reservations impact work flow?
• Distributes work according to volume of business

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Principles for Scheduling Staff

• Consider the following information.
• Forecasted covers
• Actual reservations
• Historical customer patterns
• Other unusual situations
• Planning for shifts and scheduling staff,
  staggered schedules might be a solution.
• What is staggered schedules, as described in
  the text?

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Labor Charts Help with Scheduling

• Help calculate the number of hours for which
  employees are scheduled.
• Help assure that the correct number of hours are
  available to match estimated business volumes.
• What is the difference between schedules and
  labor charts?

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Activity

• Turn to page 218 in book
• Split into teams of 4-5 students
• Work together on a plan take 30 minutes
• Report out to group

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Checklists

• Restaurant managers are busy, and the use of
  checklists can help them to remember what and
  when tasks must be done.
• At your place of employment are there any
  checklists?
• Who developed them?

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Checklists Help to Ensure Quality

• Checklists can be designed for
• Specific times (example before the lunch shift
  opens)
• Specific areas (example dining room)
• Specific roles (example dining room manager)

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Opening and Preshift Checklists

• These help to ensure that everything is ready
  before a shift begins.
• Managers should conduct a walk-through of
  assigned areas to ensure that all items on the
  applicable checklist are completed.

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Opening and Preshift Checks for the Facility

• The interior and exterior of the operation must
  be clean, safe, and presentable.
• Safety hazards must be identified.
• The restaurants exterior including entrance must
  be clean and attractive.
• The restaurants interior including restrooms
  must be clean and ready.
• Examples on page 221 223

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Opening and Preshift Checks for Front of the
House

• Tables are ready.
• Menus are clean and presentable.
• Music is on and lighting is adjusted.
• Side stations and self-serve stations are
  stocked, cleaned, and ready.
• What other things might be included in this
  checklist?

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Opening and Preshift Checks for Back of the House

• Equipment is clean, sanitized, and ready to use.
• Appropriate ingredients are in workstation areas.
• Menu specials are entered into the computer
  system.
• Items are prepared according to production
  sheets.
• What other items might be included?

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Opening and Preshift Checks for Income (Cash)
Fiduciary Tasks

• Examples
• Counting cash on hand
• Double-checking change in cash drawers
• Reviewing the point-of-sale (POS) system
• Issuing serial-numbered guest checks and
  recording this information (if handwritten checks
  are used)

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How Would You Answer the Following Questions?

• Statements about the correct way to do things are
  called _______.
• A _______ schedule is one in which staff start
  and stop at varying, overlapping times.
• Checklists are designed for specific times,
  operating areas, or _______ .
• A _______ sheet explains what foods will be
  prepared for a shift.

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Preshift Meeting

• These employees are participating in a preshift
  meeting so they will be ready to serve the
  customers when the operation opens.

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Midshift Checklist

• Assures that all staff are working effectively
  and efficiently, and that the facility remains in
  good order
• Done by the dining room manager
  (front-of-the-house) and by the chef
  (back-of-the-house)
• Managers must monitor the handling of money
  during the shift.
• Other suggestions/checks?

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Shift-End and Closing Checklists

• For front of the house
• For back of the house
• For money handling tasks
• For the facility
• Examples pages 229-230

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Evaluating Shift Performance

• Near the end of each shift as it slows down
• Make notes about what happened.
• Review security system camera information (if
  applicable).
• What else could be documented regarding shift
  performance?

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Communication Logs

• Benefits
• Help people communicate across shifts
• Capture information that can identify patterns
• Capture information to help protect the operation
  from liabilities
• Communication logs may be maintained
• By the chef
• By the dining room manager
• By the banquet and catering manager
• By the manager

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Information for Communication Logs

• Operational information
• How events have affected or will affect daily
  operations
• Critical incidentsevents that should be recorded
  in case of a potential claim or lawsuit
• Accidents
• Incidents
• Emergencies
• Food problem reports
• Forms should be developed to assure you document
  information. What should be included?

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Managing During Shift Changes

• Managers from the ending and next shifts should
  meet to discuss anything that affects the
  operation.
• If possible, the incoming manager should read the
  log completed by the previous manager.
• After-shift meetings can be conducted to discuss
  events and to provide feedback to staff.

OH 9-25
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How Would You Answer the Following Questions?

• What are three times that checklists can be used
  to plan for and monitor operations?
• Records used to indicate what happens during a
  shift are called _______.
• Events recorded in case of a potential claim or
  lawsuit are called _______.
• What are two times when postshift reviews are
  held?

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Key Term Review

• Banquet and catering log
• Bleeding the register
• Cash drop
• Chefs communication log

• Communication log
• Covers
• Critical incident
• Day part

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Key Term Review continued

• Dining room log
• Dining room managers communication log
• Fiduciary
• Labor chart

• Managers communication log
• Managers report
• Operating standards
• Point-of-sale (POS) system

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Key Term Review continued

• Postshift meeting
• Postshift review
• Preshift meeting
• Production sheet

• Reservation log
• Service period
• Side work
• Skimming

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Key Term Review continued

• Staffing chart
• Staggered schedule
• Standard operating procedures (SOPs)

• Standards
• Subpoenaed
• Work schedule
• Z report

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Chapter Learning ObjectivesWhat Did You Learn?

• Explain tools helpful in assuring compliance with
  standards.
• Discuss the importance of shift planning and goal
  setting.
• Summarize procedures for scheduling staff.
• Identify tactics for developing and using
  checklists to ensure use of proper procedures.
• Describe the purpose and use of communication
  logs.
• Describe procedures for conduct of pre- and
  post-shift meetings.
• Recognize critical incidents.

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Next week

• Read Chapters 10 11
• Due
• Evaluation form
• One report, review of chapter 9
• Article or one of the following
• Sample of evaluation form from your place of
  employment with your feedback on process
• Sample check list or communication log with your
  feedback on use in business environment
• Sample of SOP, with business application
• Sample of schedule, with information on who
  creates, tools/information used, when posted,
  form of communication to staff
• Exit Interview questions due the following week