Results-Oriented Job Descriptions

1. Results-Oriented Job Descriptions FCS 387

2. Discussion • What is a job description? • What problems do managers have with employees doing their job? • Example: Clean the house • Example: Clean the foodservice department floor

3. Job Descriptions • An organized list ofduties, skills, and responsibilities required in a specific positions. • A list of duties of a job, the job’s working conditions and the tools, materials, and equipment used to perform it. • A list of the general duties related to a job or job classification.

4. Job Specification • A written statement of the minimum standards that must be met by an applicant for a particular job. • A list of requirements for a specific job that can be evaluated objectively and that apply to all candidates for that job. • List the abilities, skills, and other credentials needed to do the job. Job conditions relating to the health, safety, and comfort of the employee.

5. Title Department Supervised by Job Summary Educational Status Experience Required Knowledge and Skills Physical Requirements Personal Requirements Reference Required Hours Wage Code Promotional Opportunity Tests Job Specification

6. Types of Job Descriptions • Duties-Oriented • List of job duties • Results-Oriented • THE RESULT TO BE ACCOMBLISHEDby the duty(ies) to be performed

7. Why use ROJD? • ROJD requires two components • The result that must be accomplished • The duties that must be performed • Employees are taught why work is important • Example= Answer the phone

8. Why use ROJD? • Accomplishing is emphasized over doing • Clearly defines what job performance results are expected & how to achieve these results • Provides supervisor with a tool to use in evaluating employee performance

9. Steps In Writing ROJD’s • Determine purpose of job and its relevance to the organization • Write down ALL tasks/responsibilities of job • Group tasks/responsibilities into 3-5 categories with common purpose or objective • Use samples of similar jobs • Obtain input from co-workers and supervisor Yaezenko, S., University of Idaho

10. EMPLOYEE SCHEDULING FCS 387

11. Employee Scheduling • Assigning of employees to specific working hours and work days • Goal is to have enough staff but not to over staff • Schedule is a management tool • Meet manager’s needs • Consideration for employees needs • Balance needs when writing the schedule

12. Operational Differences • Scheduling can be complex because of the highly variable nature of the business. • Commercial foodservice • Hospital foodservice • University Campus • Menu guides scheduling

13. Type of Foodservice • Conventional • Commissary • Ready-Prepared (Cook/Chill) • Assembly/Serve

14. Types of Schedules • Master Schedule • Shift Schedule • Production Schedule

15. Scheduling Patterns • Block • Staggered • Split-shift scheduling • Employees only work peak hours • Some states have laws that require hours worked to fall within a given span of time.

16. Importance of Accurate Scheduling • Too few employees • Affects quality • Over worked employees • Excessive overtime • Too many employees • Not busy-bored • Resent it when they do get busy • Not concerned if they don’t show up

17. Difficulties in Scheduling • Three meal don’t fit into routine 8-hour shift • Three meal not a complete 2 8-hour shifts • Not a steady production • Difficulty in forecasting customer volume • Down time activities

18. Staff Coverage • Full-time equivalents (FTEs) • Absolute • Adjusted • 1.55 personal/FT position

19. Days in a year to be covered 365 Subtract Days off (52 x 2) 104 Sick days 7 Holiday 8 Vacation 10 Total days not worked 129 Total days worked 236 Ratio of days not worked to days worked 0.55 Requirement for full-time coverage 1.55 Staff Coverage

20. Part-time Employees • Commonly used in foodservice • Supplement Full-time employees • Optimal for high school students • Problems • Transportation cost • Not always eligible for benefits • More employees on payroll • Additional accounting • More employees to schedule

21. Federal Laws – Hiring Teenagers • Foodservice workers must be at least 14 years old • Minors aged 14-15 can work no more than: • 3 hours on a school day • 18 hours in a school week • 8 hours on a non-school day • 40 hours in a non-school week • After 7 a.m. and until 7 p.m. • June 1 – Labor Day, until 9 p.m.

22. Federal Laws – Hiring Teenagers • Under 16: • No repair or maintenance work on equipment • No cooking in most establishments • No baking • No loading or unloading goods to and from trucks • Workers under 18 cannot operate meat and food slicers or power-driven bakery machines.

23. Facility Needs • Managers must know • How many workers needed each day • What positions need to be covered • Who can work each position • Who has been cross-trained

24. Scheduling Process • Develop work production standards • Document patterns of activity of various units of the operation • Forecast levels of activity • Determine the number of personnel or hours needed according to forecast and work production standards

25. Scheduling Process • Consider employee time requests • Develop schedule • Consider sales per hour, labor-cost percentage, customers served per labor hour, labor costs per hour or any number of volume indicators • Routinely review effectiveness of schedule

26. Steps in Writing Schedules • Enter days off for all employees • Scheduled days off, holidays, vacation • Schedule full time employees • Schedule part-time employees • Schedule casual employees • Cross-check to ensure all positions are filled and employees have guaranteed hours

27. Format

28. Employee Preferences • Consider preferences whenever possible • Follow a pattern • Employees can anticipate days off • Adjust schedule to meet employee’s needs

29. Weekends • Unwise to guarantee weekends to all permanent workers • Regular weekend schedule • Every 2nd or 3rd weekend off • Employees can plan activities around schedule • Consult before making changes

30. Holidays • Employees want to work holidays • Extra income • No activities planned • Employees want holidays off • Social commitments • Adjust the schedule to meet employee’s needs whenever possible

31. Vacations • Be careful to avoid higher labor costs • Overtime • Replacement workers • Employees can submit preferences with alternatives early in the year

32. Overtime • Don’t schedule employees for overtime • Key factor in driving up labor cost • Reasons for overtime • Substitute for proper scheduling • Employees create opportunities for overtime to receive time-and-a-half wage • Overtime should only be necessary in emergencies

33. Cost-Effectiveness • Consider the cost-effectiveness of the schedule • Cross-trained employees may receive different pay rates • Avoid scheduling a higher salary worker for a lower salary position

34. Alternate Schedules • Compressed workweek • Discretionary working time • Staggered start • Flex time • Task contracting • Job Sharing and Job Splitting

35. Computer Scheduling • Saves time • Additional functions such as forecasting, payroll, performance reports and human resource management • Must still be reviewed by the manager • Computers cannot know individual needs unless manager inputs the appropriate data.

36. Misuse of Schedules • Used to reward or punish employees • Shows favoritism in scheduling • Lack of fairness undermines the credibility of the manager • Misuse of schedules can result in fatigue, injury, resentment, and loss of productivity

37. Quality of Life • Schedules enhance or diminish • Quality of life • Job satisfaction • Regular work hours • Schedule days off consecutively • Limit number of consecutive days employee is scheduled to work • Inform of work schedule in advance • Consult employees before making changes

38. Quality of Life • Schedule work hours as consistent as possible • Avoid scheduling evening shifts followed by a morning shift • Schedules that don’t consider employee needs can result in employee fatigue, decreased productivity and increased job-related injuries

39. Job Satisfaction • If schedules reflect fairness and flexibility in meeting employee needs there will be increased job satisfaction and trust in management