Writing Employee Performance Measurements

How to successfully analyze hotel service

Things like data measurement platforms and mystery shopping initiatives can be incredibly informative—even critical to a hotel’s success—but they can also be expensive and time-consuming to implement, particularly when they are implemented before an organization takes a good look at its culture and training processes, and, based on both, determines what, exactly, should be measured. To get the most out of any money you put into performance measurement technology or mystery shopping programs, consider how well your hotel’s current mission, vision and values are working for you, and make sure you have successfully relayed your performance standards to your staff. If you already have a well-defined company culture and are confident in your training program, deciding what to measure when it comes to service should be fairly easy. If your company culture isn’t clearly defined or your training program doesn’t adequately inform your employees about your behavioral expectations and the tasks for which they will be responsible once they actually get out on the floor, you will need to do some internal analyses before making any attempts to analyze how your staff is measuring up. One way to determine whether your culture and training processes are truly in alignment with your overall business objectives is to partner with a third-party hospitality training and measurement firm capable of helping you create a baseline to benchmark future staff performance. A qualified third party can help you gain an unbiased view of your culture, set new goals for the future, and better align your culture with your brand. They should also be able to help you to determine exactly how your staff can help you meet your goals and promote your brand effectively. Once your organization’s real wants and needs are uncovered, an initial round of mystery shops will help you create your baseline by measuring staff performance prior to your having made any changes to your training processes. You’ll note the standards are specific. Standards Nos. 1 and 2, for example, specify how many feet away a guest should be from an employee before being acknowledged so as to leave as little room for interpretation as possible by employees and mystery shoppers alike. And all of the standards are delivered in an order that reflects the natural progression of typical guest-employee interactions. Once your standards are developed and your initial round of mystery shops have taken place, you can analyze your baseline mystery shop results to determine how your training processes will need to change in order to achieve your desired results in the future. To measure and analyze both your baseline and future results, you will need access to a data measurement platform that: Most training programs focus solely on training management, but this is usually a big mistake. Service training should be extended beyond management and focus on those employees who interact the most with your guests—your front-line staff. Initial training workshops should be followed up with continuous on-the-job training that can be delivered to front-line staff via management easily and practically. Lengthy mandatory meetings are not going to be as effective as dispersing training information on the job, say, as employees are coming in at the beginning of a new shift. Rather than dump a lot of information on your employees at once, provide follow-up training information and performance feedback in 15 minutes or less, piece by piece, on a weekly or biweekly basis. When you have a clearly defined company culture, set performance standards and a solid training program, you can focus on growing your business and expanding your brand rather than on putting out the fires that occur because these things aren’t in place. With solid training, the right tools and the ability to accurately assess your efforts and implement changes accordingly, you can empower every member of your organization to meet and exceed expectations. Patrick O'Bryan is chief operating officer at FreemanGroup (http://www.freemangroupsolutions.com/), a customer service solutions provider that serves premier hospitality and tourism organizations around the world. Clients range from government and tourist boards to hotels, casinos, cruise ships, and airlines.  In addition to offering a number of proprietary training workshops and follow-up training programs, FreemanGroup offers instructor certification programs and workshops specifically designed for human resource departments, leadership, and supervisors.  The opinions expressed in this column do not necessarily reflect the opinions of HotelNewsNow.com or its parent company, Smith Travel Research and its affiliated companies. Columnists published on this site are given the freedom to express views that may be controversial, but our goal is to provoke thought and constructive discussion within our reader community. Please feel free to comment or contact an editor with any questions or concerns.

How to write effective performance evaluation comments? | Siam Warrior

In recent decades, annually appraising the performance of employees has become the norm. For most of the large companies and even smaller companies there is now set standards that are followed to carry out proper appraisal of employees. The manager who is in direct control of an employee or handling human resource department is assigned the job of adding performance evaluation comments to the appraisal notes. While this may seem an easy task, the person who has been assigned the task of writing such comments for a couple of years already realizes the real-world challenges that keep coming up.

It is easier to write these comments if a positive review has to be presented in the annual performance appraisal . However, even in such a condition it is necessary to be specific. For example, the comment should specifically state that the person provides insightful comments, helps others, troubleshoots difficulties, and actively participates in discussions and team meetings. Rather than simply saying that the person is a good communicator, it is better to say that the person is respectful and careful while listening to other people.

Writing negative performance evaluation comments in an annual performance appraisal can prove to be the most difficult part of the job. However, this is very important because only then the employees can realize why someone else was able to get a raise while they were denied the same. The specific information helps in improving the performance because everyone knows their shortcomings and try to improve on that.

It is important to provide specific performance goals for the year-round development of the employees. The task of writing performance evaluation comments become less difficult due to the fact that each employee's work can be measured against set standards. All this improvement is sure to help the company get ahead in their field of business.

Description

" Managing people is a tricky business—and managers and small business owners can no longer get by without understanding the essentials of human resources. New questions abound. In our increasingly legal-minded age, how much documentation do we need to keep on each employee? What’s the best way to confront complicated personnel issues, and even workplace violence? The Manager’s Guide to HR provides readers with a straightforward, step-by-step guide to human resources topics, including:hiring • performance evaluations and documentation • training and development • benefits • compensation • employment laws • documentation and records retention • firing and separationThe book clarifies hot-button issues such as dealing with conflict, privacy issues, COBRA compliance, disabilities, sexual harassment, and more...

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