CTI_SITXHRM006_Learner Guide VI.2020 1
SITXHRM006 MONITOR STAFF
PERFORMANCE
LEARNER GUIDE
CTI_SITXHRM006_Learner Guide VI.2020 2
1. INTRODUCTION
STAFF INTRODUCTION
Explore the perspectives of the employees below to see how the topic area can influence
the various departments in a Hospitality business.
GENERAL MANAGER
The HR Manager and I have been discussing the performance management systems across
the operational areas. These encompass expected standards of performance which we’re
currently upgrading and HR will then monitor them on a continual basis.
We’re also revamping our grievance procedures in line with recent amendments to
the Industrial Relations legislation. We have to be constantly aware of such updates and
implement them directly.
What are your thoughts?
HUMAN RESOURCES
Sometimes my role as HR Manager is not easy and today there’s a problem that has to be
dealt with firmly. Occasionally we have problem employees and dealing with their issues
can be unpleasant for all parties.
In this case I’m arranging a formal counselling session with the Department Head, the
supervisor and the problem employee. We have a three phase warning system interspersed
with coaching and mentoring sessions and this employee has now reached the final
warning stage. It’s never pleasant to arrive at this stage but in such cases it’s absolutely
essential that we follow the legislative and industrial guidelines.
Please excuse me while I finish making these arrangements…
RESTAURANT MANAGER
Oh hi, you’ve come in to the restaurant just as I’m analysing the customer response
times for the breakfast shift. HR and Finance have sent down some stats which don’t read
very favourably for us here at the moment. It’ll require a different service procedure in
order to resolve the current timing delays.
I’ll have to discuss this both with my team and the kitchen so that we have input from all
parties and reach the best possible solution. I see this as a great opportunity to improve
the quality and efficiency of our customer service and I enjoy the challenge.
You might like to think about some possible solutions too…
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FRONT DESK MANAGER
The HR Manager is here at the moment doing a staff briefing on expected standards of
personal presentation. The GM has revamped the performance standards across the
organisation and we need to address some of these new criteria immediately.
There are also upgraded customer service standards and I’ll organise with HR for another
staff in-service later in the week.
Let’s go and listen to the briefing…
BAR MANAGER
I’m waiting for the HR Manager at the moment as I need some support and guidance with
a difficult interpersonal situation. My life is being made very difficult by the demands and
attitude of the cellar staff. We’re very short-staffed here at the moment and as Manager,
I’m doing a lot of extra hours to help out until we get more staff. I really don’t need any
pressure from colleagues, especially those who are supposed to assist us. After all, we’re
on the same team!
Oh great, here comes the HR Manager, I’m looking forward to ironing out the issues and
having a positive outcome in the discussion with the cellar. Let’s see how we go…
EXECUTIVE HOUSEKEEPER
I’m a little distracted at the moment as I have a challenging situation to resolve. I need
HR to organise a performance review for 2 of my staff. I’ll have to remind HR to call in
interpreters so that I can clearly convey my concerns about their current work standards
which do not meet our expectations. It’s a tricky situation and needs to be handled with
sensitivity.
As Manager of Housekeeping, I’m so grateful for the support and guidance that HR gives
me in monitoring staff performance. It makes such a difference to have an objective third
party in instances like these.
INTRODUCTION
Being a Manager will require you to
ensure the smooth running of day-to-day
operations as well as planning for the
future. Because it is your staff that
keeps the business running, you will
need to make sure that they are working
to their full potential. To do this you
will need to monitor their performance
in order to identify shortfalls and
training needs.
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Monitoring staff performance can be formal and informal. You will need to institute
periodic performance reviews to help you plan for longer-term staff training and
improvements. You will also need to make sure that you observe the daily procedures to
make sure that the staff know their jobs. Communication is the key to correct monitoring
of your staff and ensuring they are fully utilised.
2A. DEVELOPING AND COMMUNICATING MONITORING PROCEDURES
A successful business relies on your staff
performing to the desired standard. If
you don’t know what standard you
require, then you will not be able to
analyse performance and make
improvements. Similarly, if you don’t
inform your staff of what is required,
then they will not know how to perform.
For you to be able to analyse staff
performance effectively, you will need
to develop a clear and concise set of performance criteria for each individual. You will
then need to tell them what the criteria are and how they will be judged against them.
This is normally done as part of the job description. Well defined job descriptions enable
better recruitment as the job requirement is defined and the new recruits know what is
expected.
DEVELOPING PERFORMANCE APPRAISALS
Consider a situation where you think the
team leader is performing poorly and
you need to decide whether to let your
team leader go and if so, which staff
member will best be able to fill the
position.
How will you make your decisions
objectively? You will need to make your
decisions based on physical data. The
most common method is to refer to each
staff member’s performance results. In
order to do this you will need to develop
clear criteria for judging performance. If you have no criteria, then how will you respond
when the team leader asks why they are being let go? How will you justify your selection
of a replacement when another staff member asks why they didn’t get the job? How will
you identify whether the replacement has sufficient training?
A majority of businesses implement performance appraisals as an answer to these
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questions. These provide an objective set of criteria for assessing staff progress and for
comparing of individuals. They are also used to plan future training regimes and to provide
motivational targets for staff.
PERFORMANCE APPRAISAL CRITERIA
Below are some of the criteria which are often used in performance appraisals in the
TH&E industry:

These criteria will vary between jobs and between businesses. Each role will need to have
a specific set of criteria applied to it. Criteria can be grouped into distinct sub-categories,
such as:
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• Behaviour
• Productivity
• Hygiene
Performance appraisals should involve observable and measurable criteria. For example, if
you include some type of output criteria in your criteria, it should be along the lines of “3
rooms per hour”, rather than “quick”. Whilst attitude is often quoted as the best-liked
attribute of an employee, it must be defined as a measurable item. Attitude is a complex
issue but good attitude can be defined as positive body language, receptiveness and team
approach. Bad attitude can be described through the opposites such as moaning about the
job, slowness and negative body language.
THE SMART PRINCIPLE
Setting targets for your employees gives them definite and specific goals to strive for.
Employees who can work towards achieving specific targets are generally more motivated
and perform better than those with vague and non-specific targets. The targets should be
challenging but not unattainable. If targets are too challenging, then employees are likely
to give up and perform at an even lower standard.
SPECIFIC
Any plan or activity should have a clear, unambiguous statement of what must be done,
how it is to be done and why it is to be done.
MEASURABLE
Each activity needs to have a set of outcomes which allow the scale of success to be
determined.
ACHIEVABLE
Performance targets should be set that are not too difficult for the staff member to
attain.
REALISTIC
This aspect needs to take into account limitations of personnel, production capacity and
the 80:20 rule.
TIMED
The completion of activities and the attainment of goals must have a timeframe or time
parameters associated with them.
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SETTING TARGETS
Applying the SMART principle: targets
should
be Specific, Measurable, Achievable, Realistic and Timed. For example, a target should be
to “sell 15% holiday packages”, rather than “try to sell more holiday packages”. When it is
time to review the performance, if you have set the first target, you can simply measure
whether or not it has been done. If you have set the second target, but the employee tries
and fails, then what can you do? They have achieved the target because they tried, even
though they didn’t sell any more holiday packages.
But what does 15% more holiday packages mean? Does it mean up-selling holiday packages
to 15% more customers? Does it mean 15% more customers in total? Or does it mean a 15%
increase in the total number of holiday packages sold?
The target must also be realistic and agreed. This is so the employee is fully aware of
what is involved in reaching the target. If they are already selling holiday packages to 90%
of the customers, then there is no way they will be able to sell 15% more. They could,
however, increase the total number of holiday packages sold by selling more to each
customer. But is it realistic? Would a more appropriate target be to maintain the same
level of holiday packages sales, but increase the sales of optional excursions?
Always consider why you do something. Targets should improve the bottom line of the
business or increase the service level. In a restaurant focus on high yield items such as
desserts or malt whisky in a restaurant. There is little point in selling a second serving of
cheap items, if the customer is then full and can’t have an expensive dessert or digestif.
The target should also have a timeframe associated with it. You may wish to set the target
for a week, or for the whole year. Also, if there are multiple targets, they should not all
be set at the same time. The employee needs to be able to complete all the tasks that you
ask of them.
For hygiene criteria, there will usually be organisational policies that determine uniform
and appearance requirements and targets will be developed out of these. In general, it
must be remembered that you and your staff are representing the business you work for.
This means that you should be well-presented at all times. Businesses will have dress
codes that apply to their staff and include rules governing:
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• Regularity of shaving
• Make up
• Jewellery
• Nails
• Footwear
• Hair
UNIFORM AND APPEARANCE APPRAISAL
On top of the general rules, there will be rules specific to the area of work, which will be
used as part of the staff performance appraisal process.
RECEPTION
Reception and front office staff are often the first point of contact with the customer. In
luxury hotels the doormen, concierge and porters are also important in greeting
customers. As a general rule these staff need to be very well presented. The uniform and
appearance should include:
• Business-style
• Black or dark-coloured suit
• Stockings
• Reserved makeup
• Tidy hair
• Clean shaven
• Name badge
| Doormen and concierge uniforms are often more elaborate than the front office staff
uniforms. Doormen often wear an embroidered jacket and hat; white gloves; and
occasionally, striped pants. Colours are often brighter than front office staff. The
concierge usually looks as though they belong to the front office staff, but slightly
different. The concierge may wear a badge with gold keys on their lapel, indicating that
they are a member of Les Clefs d’Or, a society of concierges.
FOOD & BEVERAGE
In the eyes of the customer, you are the establishment. Not only should you look
professional, but also be clean and hygienic. The most basic rules of hygiene must be
adhered to by all members of the food and beverage staff. These are:
• Clothing must be laundered regularly
• Clothing must be properly ironed
• Clean clothing must be worn every shift
• Uniforms must not be worn as street clothes, to prevent cross-contamination
• Hands must be kept clean
• Hair must be neat, clean and cut appropriately or tied back
• Jewellery should be kept to a minimum
• Perfume must be kept to a minimum
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| Be aware of bad habits such as scratching your head or touching your face. It does not
look appealing to a customer if you squeeze a pimple and then serve them an entrée.
HOUSEKEEPING
As housekeeping staff often interact with guests of their establishment, they will need to
be well-presented at all times. The uniform requirements depend on the quality of the
establishment, with luxury hotel staff often required to wear traditional chambermaid
outfits, consisting of:
• Black knee-length dress
• Black stockings
• White lace apron
• White lace frill (headdress)
• Black shoes
Nowadays most hotels have uniforms that reflect the standard of the hotel, such as a long
dress or tunic and pants. | Solid shoes are a requirement, as are gloves and hair tied away
from the face. Aprons often come with a tool belt that allows spray bottles, dusters and
other cleaning items to be kept at hand. Depending on the specific requirements of the
situation, housekeeping staff may need to use:
• Overalls
• Jackets
• Goggles
• Masks
• Breathing apparatus
• Waterproof clothing
STORES
Stores workers usually wear clothing that is comfortable and sturdy. Rugged work clothing
is appropriate, including steel-capped boots. Uniforms are often comfortable, such as polo
shirts, to allow freedom of movement. Outdoor workers should be entitled to long-sleeve
shirts as well as hats, sunglasses and other forms of protection from the sun. Protective
overalls sometimes form part of the uniform.
FRONTLINE SERVICE UNIFORM AND APPEARANCE
When working in a frontline service
position such as in a travel agency,
visitor information bureau or other
TH&E establishment, the way you
present yourself has a direct impact on
your colleagues, your customers and
yourself. When you dress professionally,
you portray an image of professionalism
to the customer and you will also feel
more confident and capable.
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The staff’s appearance forms part of the customer’s experience. Visitors form an opinion
about the establishment by the presentation and demeanour of the staff. Consider the
signals you are sending with the following poor presentation standards:
• An un-ironed shirt
• Greasy hair
• A short skirt
• Stained teeth
• Poor posture
• Visible tattoos
• Stubble
• Hipster trousers
• Nose piercings
• Dandruff
• Low-cut blouse
• Strong aftershave
• Laddered hosiery
PAY SPECIAL ATTENTION
As a TH&E employee you should pay special attention to the following items.
UNIFORM
Uniforms serve not only to identify your role within the organisation but also assist with
safety and protection. Ensure that uniforms are laundered and ironed and are of the
correct size. Hosiery should be free from snags. Affix a name badge (if required) and wear
your uniform with pride.
SHOES
Due to the nature of most TH&E roles, encased, rubber-soled shoes are necessary and a
safety requirement. Make sure they are the correct colour, in good condition and polished
regularly. Socks should match the colour of your shoes. Avoid wearing white socks with
black trousers and black shoes.
POSTURE
The way you walk, stand and sit should also be considered. Someone who slouches looks
unprofessional and gives the impression that they lack confidence. Think about how
quickly you walk and ensure that you pick up your feet rather than dragging them. Be
mindful of your body language when you sit down and how your legs are positioned.
Females should always sit with their legs together.
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MANNERS
Good manners are extremely important in a service environment. As you will work in close
interaction with others it is important that you are respectful and considerate to others.
Small, polite gestures speak volumes. Good social etiquette means:
• Always standing up when being introduced to someone
• Shaking hands to say hello and goodbye
• Introducing yourself and those in your party
• Using people’s names in conversation
• Opening doors for others, especially customers
• Men should gesture for women to enter first
• Holding an elevator door open for others and then asking the occupants which floor
they would like once inside
• Always offering a chair to elderly and special needs customers
• Helping someone struggling with heavy packages/luggage
• Remembering to use pleasantries such as please and thank you
PERSONAL AND WORKPLACE HYGIENE APPRAISAL
In general, there are hygiene
requirements that apply to anyone in a
TH&E workplace, particularly regarding
the handling of food.
Personal hygiene includes all aspects of
hygiene related to ourselves. That is our
body; our clothes; our jewellery; and
the way we handle and care for these
things with relation to outside
contaminants. Since we are handling
food, it is extremely important to have
high levels of personal hygiene as any
contamination can have severe consequences. It may sound silly, but we must:
• Shower daily and use deodorant.
• Shave (if required).
• Wear clean, ironed clothes every day. Ironing kills any lingering bacteria and shows
that you care about your professional image.
• Remove jewellery before handling food as food items and bacteria can become
stuck under and inside it. This includes watches, bracelets, bangles and rings. If a
wedding band must be worn use a glove and change it regularly to protect the
food.
• Ensure makeup is not be worn when handling food as it can fall or run off into the
food and contaminate it. For the same reason, neither nail polish nor acrylic
appliqués are to be worn. For front-of-house staff, makeup should be limited
• Wash hands frequently. Adequate hand washing facilities consisting of a dedicated
sink, soap, towels or air dryer must be provided.
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• Use only dedicated smoking areas. No smoking is permitted where food and
beverages are prepared, sold or stored.
• Wear ordinary clothes outside the workplace. Uniforms must not be worn as regular
clothes outside the workplace as this leads to contamination.
• Tie up hair or wear a hair net during food preparation. Hair must be clean at all
times.
KITCHEN
Kitchen hygiene is essential as the preparation of food carries a high risk of
contamination. This is due to a range of circumstances within food preparation areas,
from the warmth in kitchens, to the food types handled. As we are preparing food in large
amounts and selling it to the public, the risk of poisoning large numbers of people is very
high. We also need to consider our clientele, as there are some groups that are more
vulnerable, such as the elderly and children.
Mise en place plays a vital role in food hygiene because it requires you to organise your
workplace. Good work habits will stand you in good stead throughout your career as most
food poisoning occurs through improper hygiene.
GOOD WORK HABITS
Some examples of good work habits include:
• When you receive goods store them immediately in their proper places according to
their temperature requirements.
• When you prepare food, only take small amounts out of the fridge at a time. Place
prepared food back in the fridge as soon as you are finished the preparation in
order to prevent bacterial growth.
• Practice the habit of FIFO (first in first out).
• Regularly clean your cutting boards and tools to prevent cross-contamination.
• Do not use or copy unsafe work practices, such as trying a sauce by dipping your
finger in it. Use a spoon or place samples on a plate (cools the food down quicker
and you can try various sauces on one plate).
BAD WORK PRACTICESLES OF BAD WORK PRACTICES ARE:
• Not washing fruit and vegetables – they have often been sprayed with insecticides
or are dirty.
• Incorrect storage temperatures – the danger zone is 5-60°C. Because bacteria
multiply very rapidly in this environment you must minimise the time that food is in
this temperature range.
• Cross-contamination – do not store cooked and uncooked food together.
• Incorrect storage – do not store different types of meat or seafood together on the
one tray.
• Pests – proper storage and regular pest controls are necessary as pests soil food and
transmit germs.
• Insufficient hand washing facilities – they need to be separate, as you could
contaminate food if using your preparation sink. Make sure you wash your hands
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regularly throughout the day and after finishing work with a food group. For
example, when you are finished preparing the chicken, wash your hands, use a new
board and prepare the seafood. Gloves can give you a false sense of security!
• “Grazing” – which means eating part of the food that you are working on, or eating
whilst working. This is incorrect as you transfer contaminants from your mouth to
your hands and preparation area.
• Drinking from cups or glasses in the kitchen – they can be knocked over, break and
the splinters contaminate food. Use plastic bottles with a lid!
• Tasting of sauces with fingers – you are contaminating the product with your saliva.
• Touching your face, hair or other body parts or sneezing and coughing without
washing your hands afterwards – again, you are contaminating the food with
bacteria.
• Wearing of the uniform outside the kitchen – you can get bacteria or viruses on
your uniform and then expose the food to cross-contamination.
• Wearing a dirty apron – it is not there to wipe your hands on, it is there to protect
you from burns and spills!
• Wiping plates with your kitchen towel or using your towel for a wide range of
tasks – you should never use a ‘magic’ towel for everything. Have one towel tucked
into your apron to protect you from burns e.g. on the right hand side and use
another towel to pick up plates from the hot box e.g. on the back. Use a separate
cleaning cloth for all cleaning tasks e.g. on the left hand side. Use disposable wipes
or tissues to clean plates before they go to the customer! This is quite important
when you enter cookery competitions as you keep all the points allocated to
hygiene!
FOOD AND BEVERAGE
Food and beverage staff will have to handle food in the course of their regular duties.
Apart from the regular food safety requirements, specific hygiene issues with the bar
include the following. SELECT EACH OF THE REQUIREMENTS AROUND THE IMAGE BELOW TO
FIND OUT MORE.
In the restaurant, a regular cleaning schedule is required for all fixtures. This includes
dusting of vents, windows, curtains and picture frames. Clean the tables and chairs and
ensure table tops are sanitised. All linen needs to be spotless and handled correctly. Never
use serviettes for wiping table surfaces. Check all cutlery, crockery and glasses for defects
such as rust spots, chips and cracks, as these can harbour bacteria or cause injury.
HANDLING OF GARNISHES/STRAWS
When handling garnishes make sure your hands are clean and you handle the garnish as
little as possible. Straws should not be handled from the top as people use them for
drinking! Gloves can be used, but make sure you do not cross-contaminate by handling
other items, such as money, with your gloves!
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HANDLING OF GLASSWARE
All glassware should be handled from the base or stem of the glass, never touch a glass by
the rim, as this is unhygienic.
COOLROOM TEMPERATURE
Cool room should be kept at 1-4°C, as the danger zone is 5-60°C. Check the temperature
regularly and any food items in the fridge should be covered and used on a FIFO basis to
minimise contamination and extend its lifespan.
FLOOR
This is the most used part of a bar; it should have a non-slip surface and rubber mats laid
for extra grip. These mats can be made out of recycled rubber from tyres. They need to
be removed and cleaned at the end of service. The floor has to be swept and mopped to
prevent the build-up of dirt, debris and to avoid attracting pests.
BENCHES, TABLES AND CHAIRS
Benches and tables should be made from a product that is easy to clean. Wipe down
regularly and sanitise. Incorporate this procedure into the establishment’s cleaning
schedule.
GARBAGE BINS
Regular cleaning of garbage bins is extremely important to alleviate germs and odours in
the workplace. Bins should be emptied following a schedule e.g. every 2 hours. Use gloves
while washing garbage bins and clean them with biodegradable detergents; after washing
bins with water use a deodoriser, scrub the bin and rinse it. Larger bins require a lid to
keep them closed to prevent rodents from feeding. Keep the area around the bin clean.
Recyclable materials need to be placed in separate bins e.g. glass bin, paper bin, waste oil
drum, compost.
HOUSEKEEPING
Housekeeping staff need to ensure that
the cleaning schedules are followed and
all room fixtures are kept spotless. All
towels and bed linen have to be washed
correctly to ensure that they are
sanitised. As part of their WHS
requirements, housekeeping staff need
to pay attention to hazards including:
•Spillages
•Broken glass
• Slippery surfaces
• Broken furniture
• Fumes
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• Blood
• Condoms
• Sharp objects
• Human waste
• Surgical dressings
• Fat and oil
• Heated utensils
• Dangerous food scraps
STORES
Staff who work in stores need to pay
careful attention and show commitment
to safe work practices. Managers should
put into place procedures such as
HACCP (Hazard and Critical Control
Points) systems and ensure staff adhere
to them.
The HACCP system is based on the
principle that food safety is best
assured through the identification and
control of hazards in the production,
manufacturing and handling of food.
The HACCP system is now reflected in the Australian Food Standard 3.2.1 Food Safety
Programs.
The System is ideally suited to build on and be included in a Quality Assurance System (ISO
9000), as it is pro-active and is intended to prevent problems from happening (rather than
solve problems that have occurred).
The HACCP process consists of 7 principles:
1. Hazard Analysis
2. Identifying Critical Control Points (CCP)
3. Establishing Critical Limits for each CCP
4. Monitoring CCP requirements and using data gathered to effectively control
processes
5. Corrective Actions
6. Record keeping
7. Verification of Compliance and Accuracy
The principle of an HACCP system is to develop process flows for perishable items, to
identify and eliminate risks in the processes and to verify the effectiveness of the
processes.
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The process will require staff to be trained in the development of a system and the
procedures for monitoring, testing and taking preventative and corrective actions to
ensure the integrity of the system. Separate procedures will be developed for the various
stages of food handling including receipt, storage, issue, production, service and display.
The records are kept for verification and to allow tracing of any food hygiene incident
back to the source. This in turn allows for remedial action or to determine liability in the
case of legal action.
7 PRINCIPLES OF HACCP
Hazard Analysis and Critical Control Points was developed to ensure the safety of food
served to customers. It is essential that all food handlers and food businesses follow
HACCP protocols. Familiarise yourself with the principles of HACCP so that you can provide
a safe food handling environment.
PRINCIPLE 1: HAZARD ANALYSIS
Hazards are any biological, chemical or physical property which could cause a food safety
problem. Hazards can occur at any part of the food production pathway. Hazard analysis
involves identifying and assessing the seriousness and likelihood of the hazard occurring.
PRINCIPLE 2: CRITICAL CONTROL POINTS
A point, step or procedure at which control can be applied so the hazard can be
prevented, eliminated or reduced to an acceptable level.
PRINCIPLE 3: CRITICAL LIMITS
Maximum or minimum levels which ensure safety of the product. For example, if the
number of bacteria in a sample is below a certain level, then the product is deemed
acceptable; if the number of bacteria is above that level, the product is deemed
unacceptable. Minimum internal temperatures are critical limits for cooking.
PRINCIPLE 4: MONITORING AND SAMPLING
The systems and procedures used in food production must be monitored to make sure they
are being followed. Samples are taken at each step so they can be tested to see whether
the critical limits have been breached.
PRINCIPLE 5: CORRECTIVE ACTION
If the monitoring and sampling indicates an unacceptable level, then the processes and
procedures must be adjusted to prevent it happening again.
PRINCIPLE 6: VERIFICATION
All businesses must make sure that their HACCP procedures are working correctly. There is
a variety of procedures that can be followed to verify the accuracy of the HACCP program.
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PRINCIPLE 7: RECORD KEEPING
All testing, monitoring and verification must be recorded and those records must be
stored. This is so you can prove that your procedures meet the requirements.
RECEPTION
Workers in the reception area often
handle money, credit cards and other
personal belongings and so require a
commitment to hygiene. All bench tops
and other surfaces need to be kept
clean. Telephones and computer
equipment need to be wiped down
regularly with disinfectant. Regular
hand washing is a must, due to frequent
cash handling and the opportunities for
personal contact. In some hotels, drinks
and other refreshments will be
available at reception. In these
instances, all food safety and hygiene principles must be applied. If reception staff are
required to stand for long periods, comfortable shoes and correct posture are essential.
Where possible, seating should be provided.
FRONTLINE SERVICE
Frontline service personnel are the face of the business and must maintain excellent
hygiene.
STEP 1
BODY ODOUR
The physical exertion experienced during your working day can cause excessive
perspiration, so body odour must be managed. In Western culture strong odour is offputting for those who work with you and for customers you interact with. Staff should
bathe before and after work and wear a suitable antiperspirant deodorant, which may
need reapplying throughout the day. Avoid using excessive aftershaves or perfumes as the
smell will linger throughout the property.
STEP 2
HAIR AND SKIN
Not only is your face the first feature someone notices, your hair and skin reflect your
health and well-being. Ensure that your hair is in good condition, washed and styled
conservatively. Long hair should be tied up. Dandruff should be managed with a special
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shampoo. Keep your skin clean and don’t wear too much makeup. Drink plenty of water
throughout the day and maintain a healthy diet.
STEP 3
ORAL HYGIENE
Like body odour, your breath is another area that must be looked after. It is not pleasant
to be speaking with someone who has bad breath! Always clean your teeth (and your
tongue) at least twice a day and use a breath freshener, especially after eating or
smoking. Dental check-ups should be carried out at least once a year.
STEP 4
HANDS AND NAILS
Your hands are also under scrutiny as they are clearly visible to others. Your hands are
used regularly in communication, e.g. when shaking hands, gesturing and when writing.
Keep your hands clean and stain-free, with short, well-manicured fingernails. Many
businesses will not allow you to wear nail polish. Minimise rings and other jewellery worn,
as excessive jewellery can look cheap and may also be considered a workplace hazard.
2B. RECOGNISING AND REWARDING ACHIEVEMENT
Recognising and rewarding achievement is an important aspect of monitoring staff
performance. It is human nature to search out rewarding behaviours and to feel good
about having achievements recognised. Recognition and reward can be important
motivating factors in a workplace. Often, bonuses for consistently good performance are
distributed to staff at the end of the year. It is important, though, not to be predictable
or insincere when rewarding staff.
FORMAL AND INFORMAL RECOGNITION
Rewards and recognition can be formal or informal. Some businesses institute structured
reward systems such as Employee of the Month or Employee of the Quarter. Written
reports to Management and other awards form part of an official staff record. These can
be described in the induction booklet. Informal acknowledgements and recognition can be
equally and sometimes more rewarding than formal ones.
A simple thank you at the end of the shift, or praising positive performance in front of
peers is an easy way to show appreciation and make people feel good about themselves.
As a basic rule, praise people in front of colleagues but criticise them in a one-on-one
situation to avoid embarrassment.
TEAM RECOGNITION
When a team or an individual has done well, it is appropriate to recognise the
achievement or even reward them. Recognising achievement can be one of the most
CTI_SITXHRM006_Learner Guide VI.2020 19
enjoyable aspects of management and it can also mean a lot to the person receiving the
recognition. Recognition should come only when it is deserved. It should not be a hollow
acknowledgement, rather it should be sincere.
Recognition can take many forms, from an informal pat on the back to a significant
financial reward. Each type of recognition should be used for the appropriate level of
achievement. A pat on the back is more suitable than a $1,000 bonus for successfully
getting through a busy shift. Likewise, a $1,000 bonus is more suitable than a pat on the
back for an employee who secures a new major client.
Simple things can go a long way. Many teams are harmonious and successful because
management takes the time to show their appreciation. Regular reinforcement of
appreciation can help to keep team members happy and focused. In a 9-to-5 job,
occasionally finishing work at 4:30 on Friday and having a social drink and chat can help
team togetherness.
INDUSTRY RECOGNITION
In some sections of the industry there are dedicated industry nights, where members of
the industry can go to a particular pub and get cheap drinks as well as meet others in the
industry. Having a manager who encourages people to go along, or even buy everyone a
drink, can enhance the team experience. If a manager uses social gatherings to build team
harmony, they must be careful not to alienate some team members.
FORMAL RECOGNITION SCHEMES
Formal recognition can come in a variety of forms. Many businesses have recognition
schemes where managers can nominate employees for awards such as Employee of the
Month, Quarter or Year. A certificate is usually given to the employee, along with a prize
such as a hotel stay or a restaurant voucher. The award is written into the employee’s
official record.
The recognition and rewards that you give your staff can even be used as a public relations
tool. Sir Richard Branson, owner of the Virgin companies, purchased an island in the Noosa
River to be used as a holiday retreat for Virgin staff.
REWARDING TEAMS
It must be remembered that the purpose of teamwork is to get everyone to work towards
the same goals. If the team has a success, regardless of whether the success came from
the actions of one individual, the whole team should be rewarded. Rewarding the team as
a whole can also bring benefits to how the team works. If everyone in the team perceives
that the failure of one individual will be seen as a failure of the whole group, they will
take the time to make sure that individual does their job.
Rewarding teams together can be complicated. How do you reward whole teams? A novel
method of allocating monetary rewards to the team is to get the team themselves to
decide who was the most valuable contributor and who should get the most reward as a
CTI_SITXHRM006_Learner Guide VI.2020 20
result. You can get the team members to rank the team members in order of contribution
(excluding themselves) and how the reward should be distributed. This should be done
anonymously so that nobody knows how other team members have allocated the rewards.
A problem with this approach is that if there are cliques within the team they will tend to
allocate the money between themselves. Averaging the allocations between all the
suggestions can alleviate this to some degree. Research, however, has shown that altruism
leads the vast majority of people to allocate rewards fairly and evenly. When people know
that other people are judging them as well, they are more likely to be fair.
TEAM ACTIVITIES
Recognition and reward can involve simple gestures, such as organising food and drinks
during a meeting. Making people associate the team with benefits and good times will help
to foster teamwork. You can ask the team themselves how they would like to be
rewarded. Give them a list of activities to choose from or let them suggest their own. A
couple of hours letting off steam at a bowling alley once a month can mean a big increase
in team cohesion and a reduction in conflict.
Take care however that you do not create a ” must turn up” expectation. Sometimes
people need to have a life away from work. In 9-to-5 jobs, many people will feel that the
weekend is their time and their time alone.
If you spend time together at work as well as socially, you may create additional problems
as people start to mix work and social life. Personal relationships at work may also create
issues if people become biased in their decision making, or carry personal conflict into
work. While personal relationships between staff can and do occur, these must be
managed appropriately.
Team activities are also a great way to reward volunteers. If you are in a situation where a
team consists partly of volunteers, then you will not be able to share monetary rewards
equally among the team. You may consider an in-kind reward, such as a gift voucher
instead. Remember that volunteers want to be there, so you should show your
appreciation accordingly. A simple thankyou at the end of the project goes a long way, as
does a periodic recognition of more substance.
2C. RECOGNISING PERFORMANCE PROBLEMS
PERFORMANCE MONITORING
Having set appropriate targets and criteria for performance assessment, it follows that
you will need to assess employees’ progress against those targets and criteria. But how do
you go about conducting that assessment? Who is in the best position to determine how
well people are progressing?
Most businesses institute a formal review process that occurs periodically. These reviews
involve the employee and their managers discussing the employee’s progress according to
the targets and key performance indicators (KPIs). The review process is a good system for
CTI_SITXHRM006_Learner Guide VI.2020 21
observing long-term patterns and achievements of the employee. This will be discussed in
detail later.
In the short-term, though, it is necessary to observe how employees are behaving and to
see if there are any problems with their performance. How do you recognise that there
are performance problems or issues that might need to be dealt with? Some common signs
that there is a situation that needs addressing are shown on the wheel below.
ABSENTEEISM
Above average sick leave; patterns of sick leave e.g. Mondays; unauthorised leave
TIME WASTING
Long breaks; excessive numbers of breaks; unnecessary presence in other areas; chatting
TARDINESS
Late to work; late from breaks; early to leave; arriving in a poor condition
REDUCED PRODUCTIVITY
Moving slowly; poor body language; easily distracted; mistakes; increased wastage
BAD RELATIONSHIPS
Snappy; angry; disrespectful of colleagues and supervisors; over-reactions; moody;
avoiding others
PERFORMANCE MONITORING
Poor performance may be due to a
number of factors, both inside and
outside the workplace. Internal factors
you should be able to deal with;
external factors are more complicated.
Many internal factors are the result of
poor communication of targets and
requirements. It may be that the
employee thinks that they are working
to an appropriate standard, whereas you
think otherwise. If you ever receive the
following questions or comments from
an employee, chances are that you
haven’t communicated well enough:
What am I meant to be doing?
• I didn’t know that was wrong
• Why do you want me to do that?
• Is that the proper way of doing it?
CTI_SITXHRM006_Learner Guide VI.2020 22
• I thought I WAS doing that
• What’s in it for me?
It is easy to blame your employees for failing to meet their targets, but there are often
extenuating circumstances. Equipment can break down, supplies can be delayed, staff can
get sick and so on. It is important that you try to identify reasons rather than excuses. You
must remember that your employees have lives outside the business.
Most people will experience periods when their work is adversely affected by situations
that occur outside of the business. Personal relationships can be strained or fall apart,
leading to depression and distraction. Imagine how hard it is for someone in customer
service to put on a smiling face when they are going through a divorce or a custody battle.
Japanese marketing agency Hime & Co even recognise the impact of failed personal
relationships and offer a short period of heartbreak leave on top of other forms of
personal leave.
GRIEVANCE PROCEDURES
On occasion, employee performance can
suffer due to conflict in the workplace.
Most conflicts can be handled informally
by talking to the parties involved. You
can often reach a satisfactory
agreement that has each person’s and
the business’ interest in mind. However,
it is necessary that you put in place and
communicate appropriate workplace
grievance procedures.
REVIEW AND FEEDBACK
There is no point in analysing employee
performance if you don’t do anything
about it. The only way to help your
employees improve at their jobs is to
give them feedback on how they are
going. Consider an employee who
consistently fails to meet their target. It
is much more expensive for a business to
ignore the problem and then get rid of
the employee, than it is to identify
problems early and take steps to correct
it.
Managers can take steps to improve the feedback system by implementing regular
feedback sessions, along with further training and counselling if required. Where KPIs can
be reviewed or apply more regularly than the formal review process, they should be
incorporated into the feedback sessions. Managers can hold a weekly or monthly review
session where all aspects of the day-to-day operations are reviewed.
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2D. IDENTIFYING THE NEED FOR COACHING
How do you know that coaching is required? In most cases there are indicators that
workplace coaching is required. This could result from an initial assessment of the existing
skills of a worker, or an observed shortfall in performance standards, which means that a
skills gap needs to be filled. Quite often employees themselves identify the training need
by recognising their own shortfalls.
DIRECTION FROM ANOTHER EMPLOYEE
A co-worker, team leader or supervisor may recognise that someone within the team
needs more instruction. For instance, a food and beverage employee within the restaurant
may be slowing down service as s/he can only carry 2 plates, while all the other wait staff
can carry 3. This causes tension within the team (the chefs and wait staff), especially
during busy periods. The employee clearly needs coaching on how to carry 3 plates.
DIRECTION OF THE EMPLOYEE
It is not uncommon for some employees to miss out on instruction when new skills or new
procedures are introduced, especially in a shift work and casual labour environment. Some
staff may not have the opportunity to practise certain skills often enough and therefore
need some refresher training, while others may simply feel that they need some more
instruction. As a result, it may fall upon the employee to alert their supervisor that they
require some additional training. Employees who take the initiative to request some
additional coaching are generally self-motivated and valuable team members.
EMPLOYEE IS NEW
It is necessary and a legal requirement for all new employees to receive some sort of
introductory or induction training. Even though the staff member may possess strong skills
and expertise it is important that they are familiarised with organisational standards and
practices, especially with regards to standard operating procedures (SOPs) and WHS
processes. New employees may even be asked to demonstrate specific skills to assess
whether there are any training needs.
CHANGE IN PROCEDURE
When new systems or policies are implemented, new equipment installed or new software
introduced, then generally all staff directly affected will require coaching. If this is met
with resistance then the reasons why the training is relevant and beneficial for them and
for the company must be reinforced.
RESULTS FROM TRAINING NEEDS ANALYSIS
Some organisations may implement more formal training initiatives such as the Human
Resources (HR) department or manager carrying out a training needs analysis (TNA) of the
organisation/department. A TNA is an investigative process undertaken to identify training
needs of staff members within their department or the entire organisation.
CTI_SITXHRM006_Learner Guide VI.2020 24
CONDUCTING A TRAINING NEEDS ANALYSIS
Note: A training need is essentially a
gap between current performance
(what employees actually do in the job)
and required performance (what
employees should do in the job)
How do you conduct a TNA? There are
essentially 5 steps involved:
1. Identify competencies that relate to
each job/role.
2. Identify competencies held by each employee for that job/role.
3. Compare competencies, look for gaps.
4. Outline training requirements to fill the gaps.
5. Create a training plan.
To begin with you need to know the required performance criteria of the job/task (the
skills, knowledge and attitudes required) so that you can measure the staff’s performance.
You can find this from the SOPs, job descriptions and competencies for each position.
Once you have established this you then investigate each staff member’s skill levels
and establish a profile of your current staff. Then, compare the required performances
and the staff skill profile and look for any performance gaps that exist.
Industry Example:
Let us assume your restaurant has an excellent afternoon tea trade but only one pastry
chef. To cover the position during holidays, peak days and rostered days off, you can
either recruit new staff or train existing staff to fill the position. If you choose to train an
existing staff member, then you need to look at your staffs’ current abilities and compare
them to the job requirements for pastry chef. Which staff member is best suited to fill the
position? What do they need to learn (the gaps) to be able to fill in for the pastry chef?
Conducting this analysis will then lead you to the establishment of a training plan.
A training plan is a schedule (or matrix) outlining which employees within a department
require training in particular tasks, by when and by whom.
CTI_SITXHRM006_Learner Guide VI.2020 25
BENEFITS OF CONDUCTING A TNA
Training is often seen as a cost to the
establishment, however it can also be
seen as saving money through increasing
efficiency, reducing waste and
improving staff motivation, which leads
to reduced staff turnover. Good training
plans help reduce staff stress and make
for a more pleasant work environment.
This will assist with the retention of
your staff, thus reducing the cost of
your training in the long run. Workers
are often exposed to high stress
situations and better training will help staff to cope.
Once the training plan is established it needs to be communicated to all staff. The training
requirements and individual profiles need to be discussed with each person. The HR
department and team leaders of each section are normally in charge of this process.
The overall staff profile is then aligned with the individual’s needs and training sessions
are organised in consultation with staff. Staff can self-assess whether they are already
skilled or whether there are some gaps that need to be filled. Training sessions need to be
planned and assessed to see how well the planned outcomes are achieved. It is important
to have the sessions planned, timetabled and performed professionally.
RESOLVING PERFORMANCE PROBLEMS
If, during the process of monitoring and
review staff performance, you have
identified performance issues that need
your attention, you will need to find the
best way to resolve the situation.
Performance problems can result from
many factors, both internal and external
to the work environment. The methods
you use to resolve performance
problems must be appropriate to the
reasons.
For example, if you identify that one of your staff members has been performing below
standard over the past three days, you will need to find out why. It could be that the staff
member has just lost a family member, or it could be that another member of staff is
harassing them. In each case, the appropriate courses of action are vastly different. You
would not enter into formal disciplinary proceedings if the staff member is grieving;
likewise you wouldn’t offer personal leave as a solution to the harassment.
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3A. STRATEGIES FOR IMPROVING PERFORMANCE
As in many situations, prevention is better than cure. In a business context, this means
that operational processes must be set up to minimise the opportunity for poor
performance. Some strategies that you as a Manager might take are:
• Identify and solve performance issues WHEN THEY OCCUR.
• Encourage participation in decision-making.
• Allow some measure of control over work processes.
• Set and agree on clear and achievable goals in line with organisational objectives.
• Provide adequate training and advise on training opportunities.
• Carry out a thorough induction.
• Ensure adequate resources are available and applied.
• Use motivational techniques.
• Provide appropriate, encouraging and corrective feedback.
• Provide opportunities to discuss work challenges.
• Use rewards appropriately and deservedly.
• Encourage the social aspect of the workplace.
• Ensure a safe and fair workplace.
• Represent staff in other forums, such as IR negotiations.
• Support with difficult interpersonal situations.
• Identify and resolve conflict early.
3B. DISCUSSING PERFORMANCE PROBLEMS
The first step of any performance
resolution process is to discuss the
problem itself. This involves getting the
opinion of all parties concerned and
trying to identify the reasons for the
problem. If there is an operational issue,
then you will need to identify the reason
for the problem. It may be that the staff
member has not received adequate
training, or that the SOPs did not
foresee a particular challenge or
problem.
A simple operational issue can be easily
worked through, provided there is sufficient communication between Managers and staff.
Resolving problems can be more complex if the reasons fall outside the operational
influences.
If staff motivation levels drop, then mistakes and poor performance begin to creep in.
There are many reasons for a lack of motivation. It is crucial that you identify the
particular reasons before you attempt to implement any solution. The solution to the
problem will be different if the employee does not feel challenged any more, than it
would be if the employee felt left out of the team. Again, if the poor performance is a
CTI_SITXHRM006_Learner Guide VI.2020 27
result of stress from outside the workplace, then the solution will have to be appropriate
to the situation.
Identifying the particular reason for a performance problem is crucial for implementing
the correct solution.
3C. SOLVING PERFORMANCE PROBLEMS
If a performance problem is caused by
some form of discrimination, then a
formal investigation must follow.
In any other case, formal proceedings
should be used as a last resort.
Performance issues give you an excellent
opportunity to use your leadership and
managerial skills. Effective
communication with the employee will
allow you to identify the problem and
find a solution together. It is important
to remember that any solution you put
in place must be agreed to by the employee, otherwise the solution will not work.
A solution to a problem may involve an adjustment of rostering, workload or workspace. If
there are outside influences affecting performance then a suitable solution might involve
swapping shifts or adjusting the rosters. If an employee is having trouble coping with the
amount of work, then you must assess whether the workload is reasonable. It may be
necessary to distribute the workload more equally.
Ongoing or repeated problems may require a more in-depth solution. If a performance
problem is the result of a shortfall in necessary skills, then corrective training and goal
setting may be appropriate solutions. Given the expense involved in finding, hiring,
inducting and training new staff, it is often advisable to identify whether further training
would provide a better solution. The employee can be given the necessary training,
coupled with clearly set out performance goals, both short-term and long-term. This will
provide a framework for improvement over time and may be more cost-effective, rather
than retrenchment and re-hiring.
If a problem occurs that does not require skills training, it may be suitable to offer
informal guidance. There are many younger workers in the industry who have outside
influences that can affect their performance. A good Manager will act as a role model and
mentor, as part of the management process. If you are in a position to offer guidance
yourself, then you should do so. If your relationship is not such that you feel you are in a
position to offer guidance, then you should provide an alternative mentor. This type of
role can be particularly helpful for workers struggling with personal issues outside the
workplace, or who do not understand how to deal with difficult interpersonal conflicts
within the workplace.
CTI_SITXHRM006_Learner Guide VI.2020 28
3D. COUNSELLING AND DISCIPLINARY PROCEDURES
When problems become longer term, it
may be necessary to use formal
counselling or other disciplinary
procedures. Formal counselling will
often involve the employee’s Manager
and a representative from Human
Resources or another impartial party,
meaning that it can be an involved
undertaking and must be organised
accordingly. Any counselling or
disciplinary proceeding must be noted in
the employee’s record.
Formal disciplinary procedures often
involve written warnings to the staff member. Many businesses have policies dictating the
appropriate situations for administering written warnings, along with how many warnings
are required before an employee can be dismissed. Accurate recording of any disciplinary
procedures is a necessity, especially when it results in dismissal. If an unfair dismissal
claim is made, then it is in the best interests of the business to have an accurately
recorded paper trail documenting the employee’s disciplinary history.
In the industry, many workers are entitled to make Unfair Dismissal claims against their
employer. At the time of writing, any worker who was employed for more than 6 months,
or 12 months for a small business, was entitled to make a claim.
An official record of the disciplinary action should be kept and must include the reasons;
the proceedings during counselling; and the outcomes of the disciplinary action.
Employees are entitled to bring witnesses or union representatives to a formal proceeding.
The organisation must follow the required procedures in relation to organising a formal
counselling session. For example a formal notification should be sent to the staff member
and to management, notifying them of the date, time and location of counselling session,
as well as how it will be conducted.
3E. FORMAL GRIEVANCE PROCEDURES
If you receive a complaint regarding
bullying, racial vilification, sexual
harassment, violence or other forms of
discrimination, you will need to
investigate it formally. Where possible,
appoint someone who has dealt
successfully with a similar situation to
take charge of the investigation. There
may be serious legal ramifications and
responsibilities so it is essential that
your business deals with claims
CTI_SITXHRM006_Learner Guide VI.2020 29
immediately, responsibly and correctly.
The person investigating should have a senior role in the business. If you are appointed the
investigator, you will need to investigate the issue impartially, as the point of the
investigation is to ascertain the truth of the matter, regardless of who is involved. It is
illegal and highly unethical to pressure the claimant, the defendant or the investigator in
any way, shape or form. Any possibility of a cover-up or favouritism towards a party could
be extremely detrimental to your business.
Your first step should be to removing the possibility of the actions occurring again in the
future. You should ask the complainant if any assistance is required and then provide it.
Ask for the complaint to be put into writing and familiarise yourself with the relevant
policies, procedures, personal records and legislation governing the type of complaint and
how to deal with it.
Interview the complainant in a private area where eavesdropping cannot occur, to help
ensure confidentiality of the whole process. Ask for any witnesses of the alleged incident
and what outcome is desired. Next you will need to interview the defendant and ask the
same questions. If witnesses are provided then you should interview them and ask for their
version of events. You will need to review the facts and make a recommendation for
further action.
If the parties are satisfied with the outcomes then the matter should be dropped. If the
parties do not come to an agreement or are not satisfied, then the matter could proceed
to the next stages. Conciliation or arbitration can be used and if that is not successful
then the matter may proceed to a tribunal or Court of Law.
TYPES OF COMPLAINTS
The Anti-Discrimination Board of New
South
Wales (www.lawlink.nsw.gov.au/adb) provides four examples of the types of complaints
they have dealt with and the steps that can be taken on an organisational level to
systematically deal with the problems:
1. A young woman lodged a complaint of sexual harassment against her former
employer. She said there had been a fair amount of general sexual banter and
comments in the office and she had tolerated this, but she became uncomfortable
when comments made by her Manager were directed to her personally and in an
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isolated situation. The Manager did not deny making the comments. The employer
agreed to pay the woman financial compensation to cover some of the wages she
lost before she found other employment.
2. A Club employee said that he had been racially harassed for some time by his
supervisor. The Club had no anti-harassment policy and no grievance procedure for
employees to use if they were harassed. The Anti-Discrimination Board’s
involvement led to demotion of the supervisor, financial compensation for the man
and the development of a new harassment policy for the Club’s employees. All staff
were told about the new policy and what their rights and responsibilities were with
regard to harassment.
3. Two women said that they were sexually harassed at work. After speaking to an
Anti-Discrimination Board officer and finding out what the Law said, they decided
to talk to their Manager themselves. When they did this, the Manager agreed to
introduce policies and grievance procedures for all staff to help prevent anyone
else being harassed.
4. After being harassed by her supervisor, a woman with a physical disability was
dismissed from her job. She contacted the Board, who organised a conciliation. The
company agreed to pay her substantial compensation, to give her a good reference
and to remove false records from her personnel file that said that her work
performance was poor.
Whenever there is a complaint it is good practice to learn from the situation. If at all
possible, try to identify whether there are organisational or procedural changes that you
can make in order to prevent a similar situation from occurring. Punishment and
compensation are short-term fixes to long-term problems. The emphasis as a Manager
must be on making the workplace as harmonious and comfortable as possible.
3F. SUPPORTING THE TEAM
Supporting the team involves coaching and assisting team members in doing their job. It
also involves providing feedback on how they are progressing.
Part of leading a team is to provide coaching and mentoring whenever it is necessary. If
people are new or inexperienced in their role, then they will require more involvement
from their supervisor to get the job done correctly and efficiently. Some team members
will require specific mentoring or coaching to help them through their duties.
COACHING
Coaching is helping to identify the skills and capabilities that are within a person, and
assisting them to use them to the best of their ability. New or young teams or individual
will benefit from a coach.
Coaches:
• work closely with team members and individuals to set realistic learning objectives
• guide and monitor performance
• provide feedback that is specific and useful for improving their skills
CTI_SITXHRM006_Learner Guide VI.2020 31
MENTORING
Mentoring is showing how the people who are really good at something do it. Many
organisations set up formal programs for the sharing of knowledge and experience.
Individuals may look to their team leader or manager as a mentor, to provide their
expertise and support as they need it.
Mentors:
• inspire trust and confidence from teams and individuals they are mentoring
• support and give advice for growth and development
• motivate and encourage
GIVING FEEDBACK
On occasion you will need to give the
team feedback and guidance to make
sure they are on the right track. If there
is a specific issue that is not being dealt
with, you will need to explore the
reasons for that failure with the team.
Both positive and negative feedback
should be given throughout the course
of the team’s operation.
You need to do the following things:
• Give credit where credit is due
• Give constructive criticism
• Explain reasons for doing specific things
• Provide guidance
• Exercise controls fairly
• Be accessible
• Show confidence in team members
• Allow team members to develop
You should use feedback to give team members an indication of their progress. This can be
part of a formal review process where the employee and supervisors meet to discuss their
progress in the job. Feedback should also form part of the day-to-day operations.
Feedback should be positive if the employee has done a good job; it should be sincere and
if criticism is necessary then it should be constructive.
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3G. BUILDING ON PERFORMANCE ANALYSIS
As a Manager, it is essential to learn
from each situation that occurs, whether
it is positive or negative. Generally
speaking, the more positive situations
that occur, the better your processes
are. However, it is important to analyse
each performance review and solution
implementation. This will ensure that
the measures you have put in place are
effective, as well as allowing you to
make adjustments to existing procedures
and protocols when necessary.
If there is a particular issue that occurs for more than one staff member, then it may be a
result of a systematic problem. You will need to address your training and induction
protocols to see if they need to be modified. It may be appropriate to modify the type or
nature of the goals that you set your staff. Key performance indicators may become
irrelevant or inappropriate over time, so they will need to be addressed periodically.
Performance analysis is an opportunity for both the employee and the Manager to learn
and improve.
CONDUCTING A PERFORMANCE REVIEW
A performance review can be beneficial
to both the employee and the business,
if done correctly. If done incorrectly it
can be a complete waste of time or,
worse, give the employee cause to leave
the business. Performance reviews are
usually conducted after a probation
period following the commencement of
employment and periodically after that.
Reviews can be intimidating for the
employees and conducting them can be
intimidating for the manager as well. It
is important that you approach a performance review in a way that puts both yourself and
the employee at ease.
Properly organising and conducting a performance review is done in stages.
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4A. PREPARING FOR THE REVIEW
A formal performance review should
have many of the same courtesies
applied to it as are applied to a job
interview. The review should take place
in a friendly, quiet, private place and all
parties should be on an equal footing.
You should ensure that there are no
interruptions. Although it is a formal
procedure, do whatever you can to make
it an informal atmosphere.
In the time leading up to the review,
inform all the necessary parties including the employee, the HR Department and any other
people whose input is required. Agree to the time and place with the employee and give
them any necessary documentation. You will need to collect feedback on the staff
member’s performance from the appropriate stakeholders. This may involve distributing
the required paperwork to the correct people.
If you need to speak to anyone regarding the performance, make sure you do so before the
review and record their responses. If 360° feedback is being conducted, then make sure
you distribute and collect the necessary paperwork. Employee records, training
summaries, job description, KPIs and any feedback you have received should be collated.
WHAT PERFORMANCE DATA SHOULD BE COLLECTED?
There are 3 main types of data that can be collected in order to be used for a
performance review. They are:
1. Judgemental evaluation
2. Peer and self-assessment
3. Objective production
WHO SHOULD REVIEW PERFORMANCE?
In the traditional hierarchy, Managers
would review the performance of their
employees single-handedly. The
Manager’s Manager would then review
the review to make sure there was no
bias or inconsistency. However, these
days there is recognition that the
Manager is not the only person who has
or should have a valuable opinion on
employee performance.
The Manager, the customers, the
employee’s colleagues and the employee themselves are all recognised as having a useful
CTI_SITXHRM006_Learner Guide VI.2020 34
position to review. External reviewers can be used when performance is based on
achieving goals. External reviewers are impartial and cannot be accused of bias.
Representatives of HR are often involved in the review process for the same reason.
In some cases the Manager may not have a lot of direct contact with the employee on
which to base a review. In this situation, self-assessment and peer review are often used
to fill the gaps.
WHAT PERFORMANCE DATA SHOULD BE COLLECTED?
There are 3 main types of data that can be collected in order to be used for a performance
review. They are:
1. Judgemental evaluation
2. Peer and self-assessment
3. Objective production
JUDGEMENTAL EVALUATION
In the traditional hierarchy, Managers would review the performance of their employees
single-handedly. The Manager’s Manager would then review the review to make sure there
was no bias or inconsistency. However, these days there is recognition that the Manager is
not the only person who has or should have a valuable opinion on employee performance.
The Manager, the customers, the employee’s colleagues and the employee themselves are
all recognised as having a useful position to review. External reviewers can be used when
performance is based on achieving goals. External reviewers are impartial and cannot be
accused of bias. Representatives of HR are often involved in the review process for the
same reason.
In some cases, the Manager may not have a lot of direct contact with the employee on
which to base a review. In this situation, self-assessment and peer review are often used
to fill the gaps.
SELF ASSESSMENT
Using self-assessment ensures that the employee has an input into the review process. It
also means that there are at least two different viewpoints taken into account during the
review process. If the viewpoints agree, then that is an indication that the employee is
being realistic in their assessment; and that they understand the nature of their job along
with the goals and targets that were set. Involving the employee in the process also allows
them to see the Manager’s viewpoint and can enhance the relationship between employee
and Manager.
The major problem with self-assessment is that people often view themselves as better
than they actually are.
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PEER REVIEW
In many cases, the people who are the most informed about the performance of
employees are the other employees who work alongside them. Peer reviews are therefore
useful, but if used they should be conducted anonymously. Each employee can rate the
other members of their team on various aspects of their performance, using rating scales
or rankings.
360° FEEDBACK
What if you were in the position where you had to review the performance of a Manager,
such as the F&B Manager? You have your own opinion of them, but what about the people
who work directly for the F&B Manager, what do they think? The F&B Manager has to
represent your business well, so what do the suppliers think of them? What about the
customers, do they think the F&B Manager is leading the team in customer service? How
does the F&B Manager interact with other Managers and other departments?
The concept of 360° feedback involves seeking out the views and opinions of all these
different parties. Many businesses use 360° feedback in order to get as many different
perspectives as possible, so they can make better informed decisions. Many employees
also see the process as fairer and more accurate, as they may not trust the judgment of
their Manager alone, particularly if they do not see much of them.
The 360° feedback approach is more useful for identifying development requirements and
possibilities than for just a review of performance. It can be used as part of the
information-gathering aspect of a performance review. It should be used to identify
shortfalls in leadership skills; training requirements; career development opportunities;
personal development opportunities; increasing self-awareness; and improving work
relationships.
It also needs to be conducted anonymously and with measurable criteria. People merely
indicate their position within the organisation e.g. manager, operational staff, executive.
The reviewed person also fills in the evaluation and all of the responses are compared.
The results can be a bit of a shock to the person being reviewed, as the others’
perceptions of them may differ widely. It must be emphasised to the employee that the
desired result is better performance and therefore the focus is on clarifying strengths and
weaknesses and developing strategies for improvement.
1. Feedback from suppliers
2. Feedback from colleagues
3. Feedback from customers
4. Feedback from other managers
5. Feedback from supervisors
6. Feedback from juniors
CTI_SITXHRM006_Learner Guide VI.2020 36
OBJECTIVE PRODUCTION
This type of data collection involves
using numerical measures for
performance and productivity. Examples
of these types of measurements include:
• Sales figures, e.g., travel packages
sold per month.
• Production numbers, e.g. numbers of
coffees produced per hour.
• Accuracy, e.g. total number of data
entry mistakes on customer files.
• Response times, e.g. average time
taken to return a customer call.
• Revenue figures, e.g. comparison of
REVPAR for a hotel over time.
Analysing numerical performance indicators can be very useful for performance review.
For a example, an employee in a sales position is likely to have KPIs set that relate to
volume of sales, number of calls made, sales conversion percentage, revenue targets and
so on. By comparing actual performance against the targets you can gain an excellent
indication of a staff member’s performance.
When conducting this type of analysis it is important to consider any influences that may
have impacted on the performance. Underperformance can be related to factors outside
the individual’s control. For example, if ALL sales personnel are underperforming by the
same amount, it would indicate that there was some other problem, which might be that
unrealistic KPIs have been set, or that product pricing was unrealistic, etc.
4B. ADMINISTERING THE REVIEW
Begin the review by stating the purpose of the review, what will be covered and what the
expected outcomes are. Emphasise that it is not a pass/fail situation, rather it is a
discussion about the employee’s past progress and future goals and training needs.
Remember that the focus is not just to point out any failings of the employee. It is more
about what has been achieved in relation to expectations. If YOU have done YOUR job
correctly, then you should already have identified and fixed performance problems in the
daily operations. The performance review is a time for strategic analysis of achievements,
goals and career opportunities.
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STEP 1
If the employee has already had an evaluation in the past, then refer to the goals and
objectives that were outlined for the intervening period. Emphasise the progress and
achievements that the employee has made. Discuss development that the employee has
made as well as aspects of the job that they have performed consistently well.
STEP 2
If there are goals or objectives that have not been met then analyse the reasons why. Is it
the fault of the employee or were there other reasons that the goals could not be
achieved? Factors that were out of the control of the employee should not be held against
them. When discussing failures it is important that you use your communication skills to
good effect. You need to maintain the trust and confidence of the employee. Any criticism
should be constructive, not hurtful. Decide together what mechanisms you can put in
place to rectify any performance problems.
STEP 3
Once you have reviewed the previous period’s performance you should move on to
planning for the future. Future planning should involve setting new targets and goals as
well as identifying training and professional development needs. Managing your staff is an
ongoing process and the review should be seen as one of the measures that ensures
continual progress and development.
STEP 4
When setting and agreeing on goals for the future, you should use the SMART principle
that has been discussed. The review is an excellent opportunity to get one-on-one
feedback from your staff and to allow them to participate in the planning process.
Remember that goals must be realistic and agreed; who better to ask than the staff
member themselves? When a staff member agrees to the course of action during a
performance review, it shows they believe the goals are realistic, it gives them more
commitment to achieving them, and gives the business a written record that the employee
agreed in case disciplinary action is needed in the future.
When setting goals it is also important to have a time limitation. For rectification purposes
you would often need to provide short-term goals in order to bring the staff member up to
the required standard. Longer term goals generally apply to professional growth and
development in a career focus.
STEP 5
You will need to allow the employee an opportunity to ask questions or raise any issues
that may concern them. Ensure that the employee is satisfied they have been given a fair
opportunity to speak their mind and discuss their own opinions on the future. You may find
that the employee wishes for new challenges in other areas, or to step up to a higher level
of responsibility.
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STEP 6
When ending the review you should try to leave it on a positive note. Summarise the
discussion and the major outcomes. When the employee walks out the door, you want
them to feel as though the time spent in the review was constructive. You want them to
be looking forward to getting back to work and setting about achieving the new
performance goals. You do not want them to be disappointed or dejected. This will impact
upon their existing work levels and possibly de-motivate them in the future.
STEP 7
Also consider the impact on the other staff members. Quite often staff may support each
other and provide feedback about your process to their colleagues. Imagine the impact if
they say: “He really tore into me and told me all this stuff that I do wrong, I think it was a
complete waste of time”. The colleagues will arrive for their review with a negative mind
set and it will require considerable effort to change perceptions.
4C. FOLLOWING UP THE REVIEW
The formal review is part of the ongoing
process of monitoring staff
performance. As the word suggests,
monitoring is an active process, not
something that occurs once a year.
When goals have been set in the
performance review, they will have to
be reviewed as the work is being carried
out. The effectiveness of a review relies
on the Manager following up on the
outcomes. There is no point in setting
goals and targets if you do not measure
the performance accordingly, or offer assistance when it is required.
5A. PERFORMANCE MANAGEMENT SYSTEMS
A Performance Management System (PMS) should encompass all facets of performance
appraisal and review. It is a means of ensuring that information is communicated to the
necessary people and of tracking progress. The Corporate Leadership Council 2002
Performance Management Survey found that effective communication of expected
standards can have an impact on performance of up to 36.1%. Find out more about
Performance Management Systems below.
Click here for an example of an annual performance review.
CTI_SITXHRM006_Learner Guide VI.2020 39
PURPOSE
The purpose of a PMS is to ensure a consistent, high level of staff performance. It is an
ongoing process that involves identifying, evaluating and improving staff performance. It
allows staff to benefit through recognition, feedback, career planning and professional
development.
AIMS
The aims of a PMS include:
• Providing feedback, support and recognition.
• Developing staff performance and business performance as a result.
• Maximising the potential of staff.
• Identifying training and development opportunities and needs.
• Providing a mechanism for career planning.
• Ensuring consistency of performance with business goals.
BENEFITS
The benefits of using a PMS for staff include:
• Clarity of performance expectations.
• Showing relevance of work in the context of business aims.
• Recognition of accomplishment.
• Consideration of required resources.
• Allowing for provision of relevant support.
ORGANISATIONAL POLICY AND PROCEDURES
A PMS should be utilised in accordance with organisational policy, with regard to the
relevant legislation. Dates for conducting formal reviews should be specified and
communicated appropriately. Businesses may choose to conduct all performance reviews
in a short time period, or they will hold them at certain milestones of employment, such
as after a three month probation or yearly. Also, any particular circumstances for
employees on various terms of engagement should be specified.
The procedures for a performance review for both the supervisor and the employee should
be specified and readily available. Information such as guidelines and tips for handling the
review should be made freely available to all parties concerned. Informing everyone as to
what is expected and how to go about the performance review is important for the success
of the process. Any documentation that will be used should be accessible to the concerned
parties.
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DISAGREEMENTS
Disagreements over the performance management process can occur, so any PMS should
include protocols for handling disagreements. Usually a Manager further up the hierarchy
is called in to settle any disputes. Appropriate protocols for handling unsatisfactory
performance should also be included. The correct informal and formal measures should be
specified. If, for example, it is recommended that informal counselling be conducted
before formal disciplinary action, then this should be clearly communicated.
PERFORMANCE RECORDS
Each business will have its own policy on the retention of performance records. Original
copies are often provided to the employee for their safekeeping. Copies of the records are
provided to the Manager and the HR department for filing. All records should be stored in
a secure and confidential location. All paperwork should be completed in a timely fashion
and made available to all concerned as quickly as possible.