Establish a system to monitor staff performance

 
The strategic plan of the business is from the organisational level to expand the business into Queensland and operate a variety of hotels with the local market in
mind. The tactical or
business strategy is to build up the business as it has just undergone a refurbishment. The local area has a number of good restaurants and has a strong focus on
good service. The operational strategy for the restaurant is to build up a regular customer list and ensure all staff are fully trained to provide good service in the
relaxed environment

The team will consist of:
1. A human resources specialist from head office.
2. The manager of the hotel.
3. The restaurant manager
4. A restaurant supervisor.
Together you will establish a system to monitor staff performance in this hotel with a formal appraisal interview to be conducted, the roles are as follows;

The Hotel Manager

Section 1; You will establish a system to monitor the performance of the restaurant manager. The system must explain how you will conduct formal and informal
monitoring of the restaurant manager. How you would conduct counselling sessions and legal and workplace factors that impact on performance management.

Section 2; You will work with the restaurant manager to train him/her to conduct a formal appraisal on the supervisor. For the formal appraisal process you will
produce a checklist for the restaurant manager to help them through the preparation for the interview. You will also ensure both attendees are advised of the time
purpose and place of the interview. You will work with the other group members to problem solve, plan and organise the appraisal through the correct use of
communication and interpersonal skills.
Detailed task instructions
General Overview

The aim of this unit is for you to establish a system to monitor staff performance in a hospitality business. (Section 1) You will then join with 3 colleagues to plan
and implement a formal performance appraisal. (Section 2)

The hospitality business that forms the basis of the assessment is a renovated hotel/pub that is part of a large chain in Bulimda.

The hotel B93 has a large open bar and restaurant that opens to the street, a drive in bottle shop and a gaming room with 40 machines and a TAB outlet. The hotel has
been refurbished in a trendy style to go with the upmarket focus of the local area.

The bar is a large area located in the centre of the large room, with the open kitchen behind it and the restaurant taking up one side of the floor area. The
restaurant will seat 120 covers. The bar serves light meals, has a number of beers on tap and promotes cocktails heavily. Music is provided in the bar area. Some
nights a DJ entertains the patrons

The focus of the business is on the bar and restaurant. The gaming room is not open to view from the restaurant and is for regular local customers.

The strategic plan of the business is from the organisational level to expand the business into Queensland and operate a variety of hotels with the local market in
mind. The tactical or
business strategy is to build up the business as it has just undergone a refurbishment. The local area has a number of good restaurants and has a strong focus on good
service. The operational strategy for the restaurant is to build up a regular customer list and ensure all staff are fully trained to provide good service in the
relaxed environment

The team will consist of:
1. A human resources specialist from head office.
2. The manager of the hotel.
3. The restaurant manager
4. A restaurant supervisor.
Together you will establish a system to monitor staff performance in this hotel with a formal appraisal interview to be conducted, the roles are as follows;

The Hotel Manager

Section 1; You will establish a system to monitor the performance of the restaurant manager. The system must explain how you will conduct formal and informal
monitoring of the restaurant manager. How you would conduct counselling sessions and legal and workplace factors that impact on performance management.

Section 2; You will work with the restaurant manager to train him/her to conduct a formal appraisal on the supervisor. For the formal appraisal process you will
produce a checklist for the restaurant manager to help them through the preparation for the interview. You will also ensure both attendees are advised of the time
purpose and place of the interview. You will work with the other group members to problem solve, plan and organise the appraisal through the correct use of
communication and interpersonal skills.

For the formal appraisal you will work from the staff record and the following information observed by the restaurant manager during the work of the restaurant
supervisor.
• The supervisor has been late to work four times in the last 3 months.
• The supervisors shift figures from the pos system show a lower level of sales of cocktails and desserts than other supervisor’s teams on the same shifts.
• The supervisor is often seen in the kitchen talking to the chef rather than being on the floor with their staff.
• The staff feel the supervisor is great to work for as there is no pressure.
• The supervisor has great service skills and good recognition of regular customers.

Section 1: You will design a system to monitor your staff you are responsible for. The system you recommend will include; (please check the marking guide below to
ensure you meet all required outcomes)
o An introduction and conclusion
o Why an organisation should monitor their staff
o The key performance areas to be measured
o The process for formal monitoring of staff performance including the type of formal monitoring you choose, why and how the formal monitoring will occur
o The process for informal monitoring of staff and how the monitoring will occur
o How your system fits with the organisations strategic plan
o How you recognise and acknowledge outstanding performance.
o How you identify the need for further coaching or training and use feedback including how you would record the information
o How you will identify and investigate problems in unpredictable staff performance and produce solutions, including the use of counselling session.
o Outline the procedures in a formal counselling session
o The legal aspects of monitoring staff including grievance procedures, EEO and diversity
o How do you compile and use performance data

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