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Cma Food & Bev Qld 2010 Paul Lyons
Cma Food & Bev Qld 2010 Paul Lyons
Cma Food & Bev Qld 2010 Paul Lyons
Cma Food & Bev Qld 2010 Paul Lyons
Cma Food & Bev Qld 2010 Paul Lyons
Cma Food & Bev Qld 2010 Paul Lyons
Cma Food & Bev Qld 2010 Paul Lyons
Cma Food & Bev Qld 2010 Paul Lyons
Cma Food & Bev Qld 2010 Paul Lyons
Cma Food & Bev Qld 2010 Paul Lyons
Cma Food & Bev Qld 2010 Paul Lyons
Cma Food & Bev Qld 2010 Paul Lyons
Cma Food & Bev Qld 2010 Paul Lyons
Cma Food & Bev Qld 2010 Paul Lyons
Cma Food & Bev Qld 2010 Paul Lyons
Cma Food & Bev Qld 2010 Paul Lyons
Cma Food & Bev Qld 2010 Paul Lyons
Cma Food & Bev Qld 2010 Paul Lyons
Cma Food & Bev Qld 2010 Paul Lyons
Cma Food & Bev Qld 2010 Paul Lyons
Cma Food & Bev Qld 2010 Paul Lyons
Cma Food & Bev Qld 2010 Paul Lyons
Cma Food & Bev Qld 2010 Paul Lyons
Cma Food & Bev Qld 2010 Paul Lyons
Cma Food & Bev Qld 2010 Paul Lyons
Cma Food & Bev Qld 2010 Paul Lyons
Cma Food & Bev Qld 2010 Paul Lyons
Cma Food & Bev Qld 2010 Paul Lyons
Cma Food & Bev Qld 2010 Paul Lyons
Cma Food & Bev Qld 2010 Paul Lyons
Cma Food & Bev Qld 2010 Paul Lyons
Cma Food & Bev Qld 2010 Paul Lyons
Cma Food & Bev Qld 2010 Paul Lyons
Cma Food & Bev Qld 2010 Paul Lyons
Cma Food & Bev Qld 2010 Paul Lyons
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Cma Food & Bev Qld 2010 Paul Lyons

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  • 1. Service Wake Up Call! How to create a Food & Beverage Team that rocks! Food & Beverage Alive in Queensland 2010 Paul Lyons - Effective Training 2010
  • 2. 03/24/10 <ul><li>Agenda </li></ul><ul><li>What makes up the “right type” for </li></ul><ul><li> a waiter, chef or wine waiter </li></ul><ul><ul><ul><li>Developing clear selection criteria </li></ul></ul></ul><ul><ul><ul><li>Other forms of assessment </li></ul></ul></ul><ul><ul><ul><li>Behavioural Interviewing </li></ul></ul></ul><ul><ul><ul><li>Probity and Reference Checks </li></ul></ul></ul>
  • 3. 03/24/10 Competency Knowledge Skills Behaviours
  • 4. <ul><li>Technical skills (T) … </li></ul><ul><li>… are skills required for a specific job eg pouring a beer, operating in a kitchen. </li></ul><ul><li>Technical Knowledge… </li></ul><ul><li>… focuses on candidates having learned the basic skills levels, and that someone , somewhere has verified it – usually a TAFE (certificate), Public utility (driver’s licence) and so on. </li></ul>03/24/10 Technical Skills
  • 5. <ul><li>Core, key or generic skills (C) are skills required for any job (ie Person specification &amp; behavioural ) eg. </li></ul><ul><li>problem solver </li></ul><ul><li>team player </li></ul><ul><li>excellent communicator </li></ul><ul><li>sound customer service philosophy </li></ul><ul><li>attention to detail </li></ul><ul><li>conflict resolution skills </li></ul>03/24/10
  • 6. <ul><li>We need to identify the criteria (which are the skills required for the job) so that all candidates are equally and fairly assessed. </li></ul><ul><li>We will be focussed on the essential criteria the candidate needs to be able to perform in the job. </li></ul>03/24/10 Benefits of Clear Selection Criteria Benefits of Objective Selection Criteria
  • 7. <ul><li>All questions must have a rating. The most significant aspect of the job should have a rating of 4 or 5. Can’t recruit without these. </li></ul><ul><li>A rating of 3 = Important. These should be significant skills </li></ul><ul><li>A rating of 1 or 2 is secondary to above, it is a “Nice to Have” This will enhance performance, not make or break </li></ul>03/24/10 Weightings Weightings
  • 8. 03/24/10 Job replica / Work simulations Interviewing is not the only way In tray exercise Analysis exercise Psychometric testing Cognitive ability tests Assessment Centres Other tools in Recruitment &amp; Selection
  • 9. <ul><li>Behaviour is the action or reaction of something (as a machine or substance) under specified circumstances </li></ul><ul><li>Demeanour (behavioural attitudes) the way a person behaves towards other people </li></ul><ul><li>Behaviour (psychology) the aggregate of the responses or reactions or movements made by an organism in any situation </li></ul><ul><li>Behaviour: manner of acting or conducting yourself </li></ul>03/24/10 Behaviour Behaviour
  • 10. <ul><li>A method of writing and asking questions </li></ul><ul><li>so that candidates tell us about: </li></ul><ul><ul><li>situations </li></ul></ul><ul><ul><li>their behaviour in response </li></ul></ul><ul><ul><li>the outcome of their behaviour </li></ul></ul>03/24/10 What is Behavioural Interviewing ? Behaviourial Interviewing
  • 11. <ul><li>In principle: </li></ul><ul><ul><li>Past behaviour and performance is the best indicator of future behaviour and performance </li></ul></ul><ul><ul><li>“ Saying” the right things, without examples, is not enough </li></ul></ul><ul><li>In practice: </li></ul><ul><ul><li>Directly related evidence using examples of a candidate’s abilities / attitudes </li></ul></ul>03/24/10 Why Behavioural Interviewing? Behaviourial Interviewing ?
  • 12. <ul><li>Situation: What actually happened in the time preceding the behaviour </li></ul><ul><li>Behaviour: What the applicant did. What action they took. We are looking for action and behavioural words. </li></ul><ul><li>Outcome: What was the result of the situation and behaviour </li></ul>03/24/10 SBO
  • 13. 03/24/10 “ I am highly motivated and really care about the standard of my work. I always ensure that the customer comes first. I am very customer focused.”
  • 14. 03/24/10 “ I remember one customer incident where the customer was given the wrong tickets to a show. He was most distressed as he was celebrating a wedding anniversary.” Situation
  • 15. 03/24/10 “ I waited until he had finished speaking, then calmed him down and told him that I would do everything to ensure that he got the right tickets for the show. I provided he and his wife with complimentary drinks while I sorted out the confusion . I was also just finishing my shift so I decided to take him personally to the show and asked the staff to look after him.” Behaviour Behaviour
  • 16. 03/24/10 “ He was so grateful I took the time to help him. I received positive feedback from the customer and an award for my service” Outcome
  • 17. 03/24/10  Are broad and basically unstructured  They indicate a topic and allow the interviewee considerable freedom to structure the answer as they see fit  Generally begin with How, What, Where, When &amp; Why Open Questions
  • 18. 03/24/10 Closed Questions  Are direct  Ask for factual data rather than opinion  Generally begin with Do you, Did you, Have you Closed Questions
  • 19. 03/24/10 Probing Questions  Are follow up questions to stimulate discussion to obtain further information  Are mainly open-ended questions  Examples of probing questions are: How did you do that  What process did you take  What was the outcome  Probing Questions
  • 20. 03/24/10 Good Questions Start with: Tell us about a time when….? Have you ever experienced...? What was it like? Everybody faces (eg) time pressures, describe an event that challenged your time management. What did you do? Can you describe to me….? Can you recall and explain…? Are you able to….? The reason I’m asking is…. How did you….? Its relevant because…. Opening Phrases
  • 21. 03/24/10 Appropriate Questions Only focus on legal, job-related issues Help the applicant understand the reasoning behind any questions that might be sensitive. Only focus on the “inherent requirements of the position”. What types of questions?
  • 22. 03/24/10 EEO- How is it relevant? Equal Employment Opportunity (EEO) means that all employment and promotion decisions are made on the basis of merit. Deciding on the basis of merit means assessing people’s skills and abilities, and not discriminating against anyone because of a personal characteristic which is irrelevant to the job. EEO
  • 23. 03/24/10 EEO ensures that: That everyone is treated equitably and fairly regardless of their: Gender Age Disability Race (colour, nationality, religion) Sexual preference Marital status Transgender Pregnancy Carers responsibilities HIV/AIDS Political belief / activity Physical features Why EEO?
  • 24. <ul><li>Initial impressions created within 4 seconds </li></ul><ul><li>Highly subjective </li></ul><ul><li>Happens subconsciously at first </li></ul><ul><li>Works much of the time-which is its appeal </li></ul><ul><li>Is wrong too often </li></ul><ul><li>Can be managed </li></ul><ul><li>When recruiting - MUST be managed </li></ul>03/24/10 Stereotyping Halo v’s Horn Effect
  • 25. <ul><li>Prepare </li></ul><ul><ul><li>Review job requirements </li></ul></ul><ul><ul><li>Determine necessary skills </li></ul></ul><ul><ul><li>Reading - resume, </li></ul></ul><ul><ul><li>Create interview plan </li></ul></ul><ul><ul><li>Formulate job-related questions to help interviewee give behavioural examples. </li></ul></ul><ul><ul><li>Discuss roles with panel members. </li></ul></ul><ul><ul><li>Set-up the room prior to the candidates arrival </li></ul></ul>03/24/10 Recruiting and The Interview
  • 26. <ul><li>Open the Interview </li></ul><ul><ul><li>Welcome </li></ul></ul><ul><ul><li>Establish &amp; maintain rapport </li></ul></ul><ul><ul><li>Deal personally with biases and stereotypes </li></ul></ul><ul><ul><li>Listen actively -use questions effectively, summarise </li></ul></ul><ul><ul><li>Keep the initiative </li></ul></ul><ul><ul><li>Allow silence </li></ul></ul><ul><ul><li>Take notes </li></ul></ul>03/24/10 The Interview (cont)
  • 27. <ul><li>Rapport = the ability to obtain and hold someone’s complete attention </li></ul><ul><li>Interviewing without rapport = interrogation </li></ul>03/24/10 The Interview (cont) Rapport
  • 28. <ul><li>Stereotyping is a process that happens subconsciously – but for recruitment purposes we cannot act on those – only on the shared, discussible events of the assessment </li></ul>03/24/10 The Interview (cont) Stereotyping
  • 29. <ul><li>Candidate will always throw up answers you wish to pursue. You can’t prepare ahead of time for these questions! </li></ul><ul><li>So you are required to Probe and use follow up Questions </li></ul><ul><li>Probes are directed at motivating the interviewee to communicate more fully by enlarging, clarifying, or giving reasons for responses made previously. </li></ul>03/24/10 The Interview – Listen and Use Questions Effectively
  • 30. <ul><li>It may seem uncomfortable but the interviewee will eventually think of a response </li></ul><ul><li>If the interviewee insists that they do not have an example offer to come back to the question at the end of the interview </li></ul>03/24/10 The Interview (cont) Allow for Silence
  • 31. <ul><li>Ensure that everything written also contains the EEO guidelines. Beware documents may be subpoenaed. Do it well NOW. Don’t take many short-cuts! </li></ul><ul><li>Be as complete as possible </li></ul><ul><li>Allow silence in order to finish your notes between questions </li></ul><ul><li>Write legibly - touch up afterwards if needed </li></ul>03/24/10 The Interview (cont) Take Notes
  • 32. <ul><li>Separate fact from opinion </li></ul><ul><li>Seek Contrary evidence </li></ul><ul><li>Counter the halo effect </li></ul>03/24/10 The Interview (cont) Manage the Information
  • 33. <ul><li>confirm the details from the CV </li></ul><ul><li>gather more behavioural information </li></ul><ul><li>clarify any emerged issues from the interview </li></ul><ul><li>S ecurity check (QLD Police Check) </li></ul>03/24/10 Why Reference Check? Reference Checks
  • 34. <ul><li>Current manager (always check its OK before you ring) </li></ul><ul><li>the previous managers (3-5 years) </li></ul><ul><li>work colleague / peer </li></ul><ul><li>someone who can confirm detail </li></ul><ul><li>NOT family or friends </li></ul>03/24/10 Who are appropriate referees?
  • 35. 03/24/10 Thank You and Good Luck!!

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