Part 3 operational approaches
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The document discusses various approaches to developing and supervising staff as a manager. It covers providing feedback to employees, monitoring performance, identifying training opportunities, and being an effective leader and role model. Specific topics include giving positive and negative feedback, using checklists to monitor work, providing formal and informal learning programs, mentoring and coaching employees, and qualities of successful managers such as competence, leadership abilities, and managing oneself well.
Part 3 operational approaches
- 1. DEVELOP AND SUPERVISE OPERATIONAL APPROACHES DEDY WIJAYANTO DEDY WIJAYANTTTO 1 D1.HML.CL10.0 1 D1.HRM.C L9.08
- 2. DEDY WIJAYANTTTO 2 Element 4: Provide feedback
- 3. Provide feedback DEDY WIJAYANTTTO 3 Performance Criteria for this Element are: • Provide clear, constructive feedback to individuals to support achievement of outcomes • Monitor team and individual performances to ensure team members are able to achieve goals • Identify opportunity for individual development • Maintain clear supervisory and reporting responsibilities in line with organisational requirements
- 5. Feedback DEDY WIJAYANTTTO 5 Purpose of feedback Giving feedback to staff can act as: • Motivation • Encourage compliance • Recognise and reward • Correct actions • Demonstrate you are actively monitoring activities
- 6. DEDY WIJAYANTTTO 6 Providing feedback • Feedback can be ‘confirming’ or ‘corrective’ • Provide feedback as close to the desired performance as possible • Provide feedback frequently • Be specific and use facts • Discuss behaviours, not personalities • Use simple, straight-forward language
- 7. DEDY WIJAYANTTTO 7 Areas of feedback Feedback may relate to: • Performance • Service standards • Skills and knowledge • Progress
- 8. Providing feedback DEDY WIJAYANTTTO 8 Providing timely feedback • Why is it important to provide feedback in a timely manner? • What does timely manner mean?
- 9. DEDY WIJAYANTTTO 9 From time to time you will need to provide feedback to your staff. This feedback and information can be: • Positive • Negative • Neutral
- 10. Positive feedback DEDY WIJAYANTTTO 10 Providing positive feedback • How do you provide positive feedback? • What recognition or rewards can be provided?
- 12. DEDY WIJAYANTTTO 12 Positive feedback - recognition of rewards • Informal acknowledgment • Formal acknowledgment • Certificate or Award • Incentive • Reward
- 13. Negative feedback DEDY WIJAYANTTTO 13 Providing negative feedback • How would you deliver negative feedback? • How can you provide negative feedback in a constructive manner? • What further corrective action may be required?
- 14. Negative feedback DEDY WIJAYANTTTO 14 Steps in providing negative feedback • Explain undesirable behaviour • Explain why the behaviour is undesirable • Identify reasons for behaviour • Explain why their performance requires improvement • Specify the desired behaviour • Ensure they understand what is to be achieved • Determine how to get to desired performance
- 15. Monitor team and individual performance DEDY WIJAYANTTTO 15 • Why is it important to monitor staff? • What are they monitored against? • When should you monitor staff? • How do you monitor staff?
- 16. Monitor team and individual performance DEDY WIJAYANTTTO 16 Basic techniques to monitor performance • Visual observation of staff practice • Analysis of documentation • Discussions with relevant people • Use of checklists
- 17. DEDY WIJAYANTTTO 17 Importance of performance standards Workplace standards are important in order to: • Meet customer expectations • Reflect advertised standards • Match or exceed the competition • Comply with legal requirements • Encourage repeat business
- 18. DEDY WIJAYANTTTO 18 Monitor against performance standards • What performance standards exist? • How are staff made aware of performance standards?
- 19. DEDY WIJAYANTTTO 19 Examples of performance standards • The waiting time before presentation of the menu • The number of tables to be covered • How a room should be cleaned • Time taken to set up • Deadlines for reports • Turnover targets
- 20. DEDY WIJAYANTTTO 20 Areas of performance standards • Productivity • Punctuality • Personal presentation • Accuracy
- 21. DEDY WIJAYANTTTO 21 Areas of performance standards • Adherence to procedures • Customer service standards • Team Interaction • Response times
- 22. DEDY WIJAYANTTTO 22 Issues to monitor • Safety • Competency • Appearance • Professionalism • Completion of tasks • Overall ‘offering’ provided • Customer satisfaction
- 23. Monitoring completion of work activities DEDY WIJAYANTTTO 23 Use of checklists • What is the importance of checklists? • What should be included in checklists? • Who should create checklists? • How can staff use checklists? • How can management use checklists?
- 24. Professional development opportunities DEDY WIJAYANTTTO 24 One of the key characteristics of successful teams is the ability to recognise and provide training and development opportunities to staff. • What training and development opportunities exist?
- 25. DEDY WIJAYANTTTO 25 Professional development opportunities Developing the ‘skill set’ All team members must have the opportunity to improve their ‘skill set’ which aims at the development of: • Knowledge • Skills • Attitudes
- 26. DEDY WIJAYANTTTO 26 Staff training and staff development • Staff training will be applied to address a need that has some immediacy to it • Staff development has more of a future orientation and relates to skills and knowledge the staff member may need at some future date
- 27. DEDY WIJAYANTTTO 27 Professional development Staff development is often referred to in another name: ‘Professional development’ • What are examples of ‘professional development’ activities? • How do you select people?
- 28. DEDY WIJAYANTTTO 28 Access to professional development ‘Professional development’ activities tend to have some ‘future focus’ In many cases, professional development activities: • Are provided for staff as a department-wide or organisation-wide activity • Are targeted for individual staff to prepare them for a future role
- 29. DEDY WIJAYANTTTO 29 Internal or external professional development Professional development activities can be: • Conducted on the premises: – By management or the supervisor – By an external third party provider • Conducted off the premises
- 30. DEDY WIJAYANTTTO 30 Considerations when creating staff development opportunities • Identify the purpose • Identify the need • Establish priority for development
- 31. DEDY WIJAYANTTTO 31 Types of professional development opportunities • Internal training and professional development • External training and professional development • Coaching • Mentoring • Supervision • Formal or informal learning programs
- 32. DEDY WIJAYANTTTO 32 Types of professional development opportunities • Work experience and exchange opportunities • Personal study • Career planning and development • Performance appraisals • Workplace skills assessment • Quality assurance assessments and recommendations • Change in job responsibilities
- 33. DEDY WIJAYANTTTO 33 Professional development opportunities Types of professional development opportunities • Opportunity for greater autonomy or responsibility • Formal promotion • Chance to perform in a higher position in a caretaker mode • Becoming a mentor for someone • Leading a training session • Being sent to a conference
- 34. DEDY WIJAYANTTTO 34 Mentoring It is a relationship between two people where a more experienced person works in collaboration with a less experienced person to give the less experienced person the benefit of their: • Knowledge • Experience • Perspective • Contacts • Insight • Wisdom
- 35. DEDY WIJAYANTTTO 35 Purpose of mentoring • Provision of advice to the learner • Enable personal development and growth • Optimise staff retention • Give the learner a sounding board for ideas • Save the mentee from making same mistakes
- 36. DEDY WIJAYANTTTO 36 Purpose of mentoring • Initiate a network for personal learning and contact • Assist people in career planning • Empower the learner • Encourage independence of the learner • Demonstrate support
- 37. DEDY WIJAYANTTTO 37 Coaching This is where you deliver on-the-job training to individuals and groups using a wide range of training options. • What training options exist?
- 38. Coaching DEDY WIJAYANTTTO 38 Coaching options • Demonstrations • Discussion • Lectures • Case studies • Role-plays • Games
- 39. DEDY WIJAYANTTTO 39 Coaching options • Exercises • Excursions • Guest speakers • Presentations • Providing explanations • Problem-solving
- 40. DEDY WIJAYANTTTO 40 Formal and informal learning programs Formal learning • An externally provided course • An internal non-accredited training course Informal learning • Less structured programs • Greater flexibility • As required
- 41. Other development programs DEDY WIJAYANTTTO 41 Other professional development programs • Personal study • Work experience • Job rotation
- 42. DEDY WIJAYANTTTO 42 Support materials Support materials for professional development programs • Manuals • Exercises • Take away notes • Role plays • Catering • Management representatives
- 43. DEDY WIJAYANTTTO 43 Providing practice opportunities Providing practice opportunities • Confirm with the staff member that practice is required • Determine their availability • Supervise the practice • Notify the staff member when assessment can take place
- 44. DEDY WIJAYANTTTO 44 Catering for individual needs Practical ways in which individual differences can be accommodated include: • Rescheduling training to a more convenient time • Reducing the size of the group • Changing the mix of the group • Modifying delivery methods • Adapting the training environment • Modifying your personal attitudes and approaches • Adapt training resources to suit the individual
- 45. DEDY WIJAYANTTTO 45 Keys to becoming a successful manager • Demonstrate competence • Embrace responsibilities • Make meaningful contributions • Learn to adapt • Make a commitment • Continue to learn • Prioritise your loyalties • Always do good work
- 46. DEDY WIJAYANTTTO 46 Keys to becoming a successful manager • Present the right image • Learn the power structure • Gain control of organisational resources • Stay visible • Find a mentor • Support your boss • Think laterally
- 47. DEDY WIJAYANTTTO 47 Managers as role models Influence of a role model • Every manager, whether they like it or not, acts as a role model to their staff – even when they don’t intend to • Staff will view the behaviour, actions and attitudes of the manager and often will see this as the way to act, even if they disagree with their manager’s behaviour • How can you be a good role model for staff?
- 48. DEDY WIJAYANTTTO 48 Manage yourself first The first thing for you as a manager to do is to manage yourself. This involves: • Knowing and understanding your own job and the responsibilities you have • Planning your own work well • Managing your time efficiently planning • Managing your own stress
- 49. DEDY WIJAYANTTTO 49 Leadership Leadership in the workplace To be a good leader, which is a vital component of any managerial position, experience and history shows you need to: • Have the trust of staff, and in turn, trust them • Show you respect the abilities and opinions of staff • Have the ability to motivate staff • Be passionate, and committed to what you do
- 50. DEDY WIJAYANTTTO 50 Leadership in the workplace • Be prepared to delegate work • Be able to create a cooperative team • Have a strong and clear sense of work goals and objectives • Help others achieve their personal goals