Element 2: Plan and organize workflow 2.1 Schedule work in a manner that enhances efficiency and customer service quality 2.2 Delegate work to appropriate people in accordance with principles of delegation 2.3 Assess progress against agreed objectives and timelines 2.4 Assist colleagues in prioritization of workload through supportive feedback and coaching Element 3: Maintain workplace records 3.1 Complete workplace records accurately and submit within required timeframes 3.2 appropriate, delegate and monitor completion of records prior to submission Element 4: Solve problems and make decisions 4.1 Identify workplace problems promptly and analyse from an operational and customer service perspective 4.2 Initiate corrective action to resolve the immediate problem where appropriate 4.3 Encourage team members to participate in solving problems they raise 4.4 Monitor the effectiveness of solutions in the workplace Quality assurance initiatives may include. Quality systems Quality standards. Quality problems may include: Difficult customer service situations Equipment breakdown/technical failure Failure to deliver promised service to customers Procedural inadequacies or failure Unrealistic or impractical product development or marketing resulting in operational difficulties Poor rosters giving rise to inadequate/inappropriate staffing levels Inadequate financial resources Delays and time difficulties. Procedures and systems may be related to: Customer service Bar and restaurant operations Kitchens Office administration Reservation procedures Housekeeping systems control Security Safe work practices Record keeping Financial procedures.
Slide Slide No Trainer Activity – Questions What are changes or initiatives involve staff in ensuring customer service is improved? Slide No Trainer Notes Class Activity – Questions What are changes or initiatives involve in ensuring customer service is improved? What of rewards can you give customers? Slide Slide No Trainer Class Activity – Questions What are common customer service problems? What changes would you make as a manager? Slide Slide No Trainer Notes
magazines – which may be purchased from newsagents or obtained via subscription Newspapers – especially food reviews, industry movements, travel articles and issues of interest Relevant newsletters – these usually come in electronic form and are mostly free of charge. They are often produced by industry suppliers or support services. Brochures – most suppliers, competitors and support industries provide printed information relating to: Product information Services provided Contact details for business, including hours of operation New releases, events etc. Advertisements – whether in the or in other formats (brochures, flyers) these are an excellent source of information about new products and services, changes to existing products, prices, special deals and offers. Slide Slide No Trainer Notes Class Activity – Questions & research activity What are great websites you can access for emerging hospitality trends? What information do they contain? Slide No Trainer Notes Class Activity – Questions & research activity What information can you get from each of these? Slide Slide No Trainer Notes
Slide Slide No Trainer Notes Class Activity – Questions In a previous slide, we looked at some tasks that a manager may delegate to staff. What preparations need to take place to ensure the staff member will be successful in completing these new tasks they have been assigned with? Slide Slide No Trainer Notes Class Activity – Discuss points Only delegate to those staff who are interested in taking on the work – these may be staff who have confided in you they are seeking promotion, looking for advancement or willing to accept more responsibility Delegate interesting and varied work, not the jobs you don’t like yourself – it is unfair just to palm off the tedious and repetitive tasks to others. If staff don’t appreciate the tasks delegated to them in the first instance they will be unlikely to want extra work later on. Slide Slide No Trainer Notes Class Activity – Discuss points Make sure the work is suitable and achievable – don’t staff into doing things they are not cut out for or which they have said they are unsuitable. Where there are issues of security, confidentiality or areas which are commercially sensitive in nature, then it may be best not to delegate Provide the necessary encouragement, training and support – this means you don’t just throw them in at the deep end and hope for the best
Slide No Trainer Notes Class Activity – Questions Why is ‘understanding’ so important when coaching? Slide Slide No Trainer Notes Class Activity – Questions What else can you do to ensure the members ‘understand’? How can you tell if staff understand the big picture? What do you do if they don’t understand? Slide No Trainer Notes Class Activity – Questions What is the difference between ‘hearing’ and ‘listening’? What are good listening skills? Slide Slide No Trainer Notes
Class Activity – Discussion Discuss how a successful coach will be able to make the changes as discussed in this slide. Slide Slide No Trainer Notes Activity – Questions How can you do this? Slide Slide No Trainer Notes Class Activity – Questions How can you involve to ensure their job function is not only effective in achieving goals but also keep staff motivated? Slide Slide No Trainer Notes Class Activity – Questions How can you address issues? Slide
Slide No Trainer Notes Class Activity – Questions What are some documents that may be delegated to staff to complete? Slide Slide No Trainer Notes Class Activity – Questions What help must you give staff to be able to prepare these documents? Slide No Trainer Notes Activity – Discussion Discuss these steps. Slide Slide No Trainer Notes Class Activity – Discussion Discuss steps.