Chapter 6 Evaluating and Coaching

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

2. 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)

3. Competencies forEvaluating and Coaching • Identify the steps the supervisor should take when conducting performance evaluations. • Describe coaching principles and techniques. • Distinguish between informal and formal coaching. (continued)

4. Obstacles to Effective Performance Evaluations • Unskilled supervisors • Ineffective forms • Inadequate procedures • Infrequent evaluation • Fear of offending employees • Fear of unfairness • Failure to follow up

5. Common Performance Evaluation Errors • Recency errors • Past-anchoring errors • Halo errors • Leniency errors • Severity errors • Central-tendency errors

6. Comparative Methods of Evaluating Performance • Simple ranking • Alternative ranking • Paired comparison • Forced distribution

7. Absolute Standards Methods of Evaluating Performance • Critical Incidents • Weighted Checklist • Forced Choice • Graphic Rating Scale • Behaviorally Anchored Rating Scale

8. 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.

9. 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

10. 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

11. 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

12. 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

13. 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.

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

15. 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

16. Prepare for Coaching • Determine your objective • Gather information • Schedule the coaching session • Reflect on your attitudes toward the session and the employee • Anticipate the employee’s attitudes

17. 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 (continued)

18. 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 employee’s ability to improve

19. Follow Up the Coaching Session • Following up is the supervisor’s responsibility, not the employee’s • Give help • Provide encouragement • Document improvements