Chapter 6 Evaluating and Coaching Supervision in the

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Chapter 6Evaluating and Coaching
Supervision in the Hospitality Industry Fourth
Edition (250T or 250)
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Competencies forEvaluating and Coaching

• List the benefits of performance evaluations and
  common obstacles that interfere with their
  effectiveness.
• Identify common errors to avoid when evaluating
  employee performance.
• Describe the different approaches to performance
  evaluations including comparative methods,
  absolute standards methods, and management by
  objectives methods.

(continued)
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Competencies forEvaluating and Coaching
(continued)

• Identify the steps the supervisor should take
  when conducting performance evaluations.
• Describe coaching principles and techniques.
• Distinguish between informal and formal coaching.

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Obstacles to Effective Performance Evaluations

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

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Common Performance Evaluation Errors

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

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Comparative Methods of Evaluating Performance

• Simple ranking
• Alternative ranking
• Paired comparison
• Forced distribution

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Absolute Standards Methods of Evaluating
Performance

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

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Management by Objectives

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

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Before the Evaluation Session

• Review the previous evaluation
• Share previous evaluation with employee
• Complete a first draft of a new evaluation
• Schedule a time and place for the session
• Prepare by focusing on the results you want to
  achieve
• List questions to ask
• Focus on improved performance and further
  improvements

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During the Evaluation Session

• Create a friendly, relaxed atmosphere
• Conduct the evaluation and note
  agreements/disagreements
• Get feedback from employee
• Focus on performance, not on personalities
• Take notes on important issues
• Clarify your expectations
• Have the employee sign the evaluation
• End on a professional note

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After the Evaluation Session

• Review your notes and add to them
• Complete forms/route copies
• Give employee a copy of the evaluation
• Follow up with appropriate coaching
• Discuss important issues with your own supervisor

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Coaching vs. Counseling and Disciplining

• Coaching a supervisory function that helps
  employees improve their performance on the job by
  providing feedback
• Counseling a function of trained professionals
  that helps employees learn to solve their own,
  non-job-related problems
• Disciplining a supervisory function generally
  required when an employee knows how to complete a
  task, but performs poorly on purpose

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Coach, Counsel, or Discipline?

• For the third time this month, Henry showed up
  late for work.
• Over the past month, Jennifer changed from a
  smiling, friendly employee to a withdrawn, almost
  surly person.
• With more eye contact, a bigger smile, and more
  knowledge of the menu, Josie could be one of the
  best servers in the restaurant.

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Performance Goals

• Clear and specific
• Measurable
• Time-specific
• Achievable
• Example
• Consistently clean a standard guestroom in 16
  minutes beginning the first of next month.

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Goal-Setting Steps

• Specify the objective/tasks to be completed
• Establish attainable goals
• Specify how performance will be measured
• Specify the outcome to be reached
• Set a deadline
• Set priorities
• Determine coordination efforts
• Establish an action plan

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Prepare for Coaching

• Determine your objective
• Gather information
• Schedule the coaching session
• Reflect on your attitudes toward the session and
  the employee
• Anticipate the employees attitudes

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Conduct the Coaching Session

• Establish a comfortable atmosphere
• Start slowly
• Describe the problem in a positive way
• Discuss performance standards
• Ask the employee to help solve the problem

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Conduct the Coaching Session
(continued)

• Focus on the performance, not on the employee
• Offer your ideas
• Decide on a course of action
• Schedule a follow-up session
• Express confidence in the employees ability to
  improve

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Follow Up the Coaching Session

• Following up is the supervisors responsibility,
  not the employees
• Give help
• Provide encouragement
• Document improvements