DEVELOP AND SUPERVISE OPERATIONAL APPROACHES

1. D1.HML.CL10.01 D1.HRM.CL9.08 DEVELOP AND SUPERVISE OPERATIONAL APPROACHES

2. Subject Elements This unit comprises four Elements: • Communicate work roles • Coordinate activities • Maintain effective working relations • Provide feedback

3. Assessment Assessment for this unit may include: • Oral questions • Written questions • Work projects • Workplace observation of practical skills • Practical exercises • Formal report from supervisor

4. Element 1: Communicate work roles

5. Communicate work roles Performance Criteria for this Element are: • Identify, develop and communicate operational plans and objectives to team members • Match skills of team members to tasks and duties and develop job responsibilities in line with enterprise guidelines • Clearly communicate requirements of jobs and tasks to team members

6. Teamwork Teamwork is classified as the collective actions towards a number of people towards a collective goal. In a hospitality or tourism organisation, no one person can meet the needs of all customers. It requires the collective efforts of many people to achieve success.

7. Teamwork Whilst each business will have a range of goals, in essence the primary goal is to: • Provide an enjoyable experience for customers • For a reasonable return on investment • In a safe and lawful manner

8. Team A team is often characterised through: • Having a common goal • Work interdependently • Independent job functions • Enjoy working • Accountability • Empowerment • Understand the importance of teams

9. Team Factors influencing team structure Teams are commonly created based on a number of factors including, but not limited to: • Organisational structure • Purpose of the business • Company culture • Types of departments • Degree of service provided • Service style

10. Category of teams Whilst there are endless categories of teams, common categories include: • Project-based • Permanent teams • Paid workers • Volunteers • Work role team • Peers • Subordinates

11. Types of teams • The organisation as a whole • Individual branches • Individual work sections • Specific groups of employees assigned to complete designated tasks, or to work together

12. Operational plans and objectives Regardless of the size, structure or dynamic of each group, they will always have a plans and objectives in which they strive to achieve.

13. Operational plans and objectives Types of objectives • Targets, goals and objectives • Reporting deadlines • Meeting budgetary targets • Team participation • Team and individual learning goals • Professional development

14. Identify individual responsibilities Role of teams and individuals • Each team or group will have a purpose for its existence, with a set of objectives it is trying to achieve • Naturally each group will have people who have been chosen for a reason • Each of these people will have their own strengths and weaknesses

15. Identify individual responsibilities Organisational requirements • Legal and organisational policy and procedures, including personnel practices and guidelines • Organisational goals, objectives, plans, systems and processes • legislation relevant to the operation, incident and/or response • Employer and employee rights and responsibilities

16. Identify individual responsibilities Organisational requirements • Business and performance plans • Key Performance Indicators • Policies and procedures relating to own role, responsibility and delegation • Quality and continuous improvement processes and standards • Client service standards defined resource parameters

17. Team responsibilities Team responsibilities Each work team, whether as a whole or as individual members, have responsibilities that must be adhered to. • What are these responsibilities?

18. Team responsibilities Team responsibilities • Obeying lawful orders • Confidentiality and privacy requirements • Safety and care with respect to occupational health and safety requirements • Terms and conditions of own employment • Responsibility of providing a safe environment

19. Identify individual responsibilities Identifying individual responsibilities within a group • Organisational hierarchies • Contract • Job Description • Standard Operating Procedures (SOP) • Policies

20. Identify individual responsibilities Identifying individual responsibilities within a group • Procedures • Daily Task Sheets • Direct requests • Observation

21. Identify individual responsibilities Consulting with relevant others There may be a need to consult with ‘relevant others’ when determining what needs to be done, either for: • A team as a whole • Individual team members

22. Clarify work allocation The allocation of tasks can vary based on issues such as: • Expected demand • Nature of specific events • VIP’s • Staff absences • Customer feedback • Equipment problems • Unexpected events • Emergencies • Special requests

23. Clarify work allocation Considerations • The urgency associated with the task • Staff preferences • Distribute workloads and opportunities equally • Considering staffing availability, experience, skills and work habits

24. Communicate information to team members Whilst communication and information may primarily come from managers, it is important to remember that all colleagues within a team will communicate and share information on a daily basis. • What information do team members need? • What is the best way to communicate this information?

25. Assigning tasks On a day-by-day basis, you may be required to allocate tasks to staff as a result of matters brought to your attention by: • Internal communications • Workplace observations

26. Communicating instructions Primary requirements The communication of instructions regarding task assignments must address the following three elements: • They must be clear, specific and unambiguous • They must be directed to nominated individuals • They must be explained

27. Communicating instructions Supplementary requirements • A statement of what the desired result • A nominated deadline and timeline for completion • Accountability • Checklists

28. Communicate information to team members Types of information to be communicated There are endless amounts of information that will be communicated between team members and to team members by management. • Clarifying the organisation's preferred task completion methods • Potential hazards or changing Occupational Health and Safety (OHS) requirements • Discussing concerns

29. Communication avenues Conduct staff briefing sessions • Opportunity for the manager to pass on information to staff • Opportunity for team members to discuss: • Issues relating to role or tasks • Operational problems • Likely impacts on guest service delivery • Information that is beneficial or critical for others to know

30. Communication avenues Conduct staff debriefing sessions • General discussion • Thank staff for their hard work • Acknowledge areas that went well • Acknowledge good performance by staff • Acknowledge areas that did not go well

31. Communication avenues Conduct staff debriefing sessions • Acknowledge poor performance by staff • Gain an understanding for reasons for poor performance • Generate ideas for operational improvement • Discuss upcoming shifts or activities • Discuss operational information

32. Communication avenues Holding regular team meetings • Get people together • Get alignment towards a specific range of topics • Provide information • Brainstorm ideas • Exchange ideas and thoughts

33. Communication avenues Holding regular team meetings • Understand the topics discussed • Reach confirmation and agreement • Assign accountability and actions • Decide on further action or strategy

34. Communication avenues Discussions • Most communication of information is often done through informal discussions between management and staff members or between team members themselves

35. Confirm understanding and commitment Once the tasks to be completed have been identified and allocated to the most appropriate staff, you must then: • Confirm the workers’ understanding of those tasks • Seek their commitment to getting the job done

36. Element 2: Coordinate activities

37. Coordinate activities Performance Criteria for this Element are: • Develop work plans that establish appropriate targets and task objectives • Prioritise work activities to ensure completion of tasks in accordance with work requirements • Identify and incorporate training and learning opportunities into work activities • Maintain clear supervisory and reporting responsibilities in line with organisational requirements

38. Develop work plans Importance of work plans Proper planning and preparation are essential for the effective completion of work-based tasks. • Why are plans important? • What are the benefits of work plans?

39. Develop work plans Purpose of plans In short, plans are anything that aims to identify: • What is to be achieved • How it is to be achieved • Who is responsible • The timelines that apply • What resources are available can be properly

40. Develop work plans Nature of work plans Work plans may relate to: • Written work plans • Verbal work plans • Daily priorities • Weekly priorities • Regular duties or work tasks

41. Develop work plans Types of work plans Plans can include any of the following: • Sales plans • Reporting plans • Production plans • Budgetary plans • Team participation • Work schedules • Team and individual learning goals

42. Develop work plans What to plan for Any aspect of work operations can be planned including: • The procedures or systems that exist • The workflow • Gaps or overlaps in service provision • The workload of staff • The time it takes to do a task or job • The job design of individual staff • The level of customer satisfaction

43. Develop work plans Keys to planning The keys then, to workgroup plans are: • Know the goals for the business and your area/department • Match your plans to those goals • Inform, train and resource staff • Review your plans regularly and modify as required

44. Priortise work activities General questions In your past experience: • What work activities to you need to do on a daily basis? • How do you prioritise your work activities? • Are you good at managing your time? • If so, how do you do it? • If not, why not and how could you be better are it? • Do you procrastinate? Why?

45. Identify tasks to be completed Ways to identify what needs to be done • Personal experience • Bookings or reservations • Directives from management • Day-to-day workplace problems • Knowledge of external factors impacting on the business • Personal observation of what staff are doing or not doing • Feedback from staff, customers and supervisors

46. Priortise work activities Prioritising your tasks means that you will have to determine which tasks are the: • Most important and should be done first • Which ones can be left until later

47. Planning and prioritising in a changing environment Changes to priorities Reasons for this may include: • Constant interruptions • New corporate directives • Unpredictable trade • You underestimated what a task involved • You were not aware of assistance that could have been provided • You are used to doing everything yourself

48. Identify training and learning opportunities As the marketplace changes there is a need for staff competencies to develop in order to meet those changing needs In many organisations, this process is referred to as ‘professional development’ (PD)

49. Identify training and learning opportunities Identifying training needs Staff induction Request from a staff member A request from management Personal observation Customer complaint Changes in workplace equipment Changes in procedures Changes in legal requirements

50. Identify training and learning opportunities Training Needs Analysis TNA is a way of identifying the difference that exists between: The work which staff are performing The standard of performance required by the business This difference is known as ‘the training gap’