Part 1 operational approaches
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This document provides information on developing and supervising operational approaches. It discusses communicating work roles to team members by identifying, developing, and communicating operational plans and objectives; matching skills to tasks; and clearly communicating job requirements. It also covers coordinating activities by developing work plans, prioritizing tasks, incorporating training, and maintaining reporting responsibilities. The document provides details on these topics over several slides, with information on developing work plans, communicating information to team members through various avenues, and confirming understanding of tasks.
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Part 1 operational approaches
- 1. DEVELOP AND SUPERVISE OPERATIONAL APPROACHES D1.HML.CL10.0 1 D1.HRM.C L9.08 Slide 1
- 2. Subject Elements This unit comprises four Elements: 1. Communicate work roles 2. Coordinate activities 3. Maintain effective working relations 4. Provide feedback Slide 2
- 3. Element 1: Communicate work roles Slide 3
- 4. Communicate work roles Performance Criteria for this Element are: • Identify, develop and communicate operational plans and objectives to team members • Match skills of team members to tasks and duties and develop job responsibilities in line with enterprise guidelines • Clearly communicate requirements of jobs and tasks to team members Slide 4
- 5. Teamwork Teamwork is classified as the collective actions towards a number of people towards a collective goal. In a hospitality or tourism organisation, no one person can meet the needs of all customers. It requires the collective efforts of many people to achieve success. Slide 5
- 6. Teamwork Whilst each business will have a range of goals, in essence the primary goal is to: • Provide an enjoyable experience for customers • For a reasonable return on investment • In a safe and lawful manner Slide 6
- 7. Team A team is often characterised through: • Having a common goal • Work interdependently • Independent job functions • Enjoy working • Accountability • Empowerment • Understand the importance of teams Slide 7
- 8. Team Factors influencing team structure Teams are commonly created based on a number of factors including, but not limited to: • Organisational structure • Purpose of the business • Company culture • Types of departments • Degree of service provided • Service style Slide 8
- 9. Category of teams Whilst there are endless categories of teams, common categories include: • Project-based • Permanent teams • Paid workers • Volunteers • Work role team • Peers • Subordinates Slide 9
- 10. Types of teams • The organisation as a whole • Individual branches • Individual work sections • Specific groups of employees assigned to complete designated tasks, or to work together Slide 10
- 11. 11
- 12. Operational plans and objectives Regardless of the size, structure or dynamic of each group, they will always have a plans and objectives in which they strive to achieve. Slide 12
- 13. Operational plans and objectives Types of objectives • Targets, goals and objectives • Reporting deadlines • Meeting budgetary targets • Team participation • Team and individual learning goals • Professional development Slide 13
- 14. Identify individual responsibilities Role of teams and individuals • Each team or group will have a purpose for its existence, with a set of objectives it is trying to achieve • Naturally each group will have people who have been chosen for a reason • Each of these people will have their own strengths and weaknesses Slide 14
- 15. Identify individual responsibilities Organisational requirements • Legal and organisational policy and procedures, including personnel practices and guidelines • Organisational goals, objectives, plans, systems and processes • legislation relevant to the operation, incident and/or response • Employer and employee rights and responsibilities Slide 15
- 16. Identify individual responsibilities Organisational requirements • Business and performance plans • Key Performance Indicators • Policies and procedures relating to own role, responsibility and delegation • Quality and continuous improvement processes and standards • Client service standards defined resource parameters Slide 16
- 17. Team responsibilities Team responsibilities Each work team, whether as a whole or as individual members, have responsibilities that must be adhered to. • What are these responsibilities? Slide 17
- 18. Team responsibilities Team responsibilities • Obeying lawful orders • Confidentiality and privacy requirements • Safety and care with respect to occupational health and safety requirements • Terms and conditions of own employment • Responsibility of providing a safe environment Slide 18
- 19. Identify individual responsibilities Identifying individual responsibilities within a group • Organisational hierarchies • Contract • Job Description • Standard Operating Procedures (SOP) • Policies Slide 19
- 20. Identify individual responsibilities Identifying individual responsibilities within a group • Procedures • Daily Task Sheets • Direct requests • Observation Slide 20
- 21. Identify individual responsibilities Consulting with relevant others There may be a need to consult with ‘relevant others’ when determining what needs to be done, either for: • A team as a whole • Individual team members Slide 21
- 22. Clarify work allocation The allocation of tasks can vary based on issues such as: • Expected demand • Nature of specific events • VIP’s • Staff absences • Customer feedback • Equipment problems • Unexpected events • Emergencies • Special requests Slide 22
- 23. Clarify work allocation Considerations • The urgency associated with the task • Staff preferences • Distribute workloads and opportunities equally • Considering staffing availability, experience, skills and work habits Slide 23
- 24. Communicate information to team members Whilst communication and information may primarily come from managers, it is important to remember that all colleagues within a team will communicate and share information on a daily basis. • What information do team members need? • What is the best way to communicate this information? Slide 24
- 25. Assigning tasks On a day-by-day basis, you may be required to allocate tasks to staff as a result of matters brought to your attention by: • Internal communications • Workplace observations Slide 25
- 26. Communicating instructions Primary requirements The communication of instructions regarding task assignments must address the following three elements: • They must be clear, specific and unambiguous • They must be directed to nominated individuals • They must be explained Slide 26
- 27. Communicating instructions Supplementary requirements • A statement of what the desired result • A nominated deadline and timeline for completion • Accountability • Checklists Slide 27
- 28. Communicate information to team members Types of information to be communicated There are endless amounts of information that will be communicated between team members and to team members by management. • Clarifying the organisation's preferred task completion methods • Potential hazards or changing Occupational Health and Safety (OHS) requirements • Discussing concerns Slide 28
- 29. Communication avenues Conduct staff briefing sessions • Opportunity for the manager to pass on information to staff • Opportunity for team members to discuss: – Issues relating to role or tasks – Operational problems – Likely impacts on guest service delivery – Information that is beneficial or critical for others to know Slide 29
- 30. Communication avenues Conduct staff debriefing sessions • General discussion • Thank staff for their hard work • Acknowledge areas that went well • Acknowledge good performance by staff • Acknowledge areas that did not go well Slide 30
- 31. Communication avenues Conduct staff debriefing sessions • Acknowledge poor performance by staff • Gain an understanding for reasons for poor performance • Generate ideas for operational improvement • Discuss upcoming shifts or activities • Discuss operational information Slide 31
- 32. Communication avenues Holding regular team meetings • Get people together • Get alignment towards a specific range of topics • Provide information • Brainstorm ideas • Exchange ideas and thoughts Slide 32
- 33. Communication avenues Holding regular team meetings • Understand the topics discussed • Reach confirmation and agreement • Assign accountability and actions • Decide on further action or strategy Slide 33
- 34. Communication avenues Discussions • Most communication of information is often done through informal discussions between management and staff members or between team members themselves Slide 34
- 35. 35
- 36. Confirm understanding and commitment Once the tasks to be completed have been identified and allocated to the most appropriate staff, you must then: • Confirm the workers’ understanding of those tasks • Seek their commitment to getting the job done Slide 36
- 38. Coordinate activities Performance Criteria for this Element are: • Develop work plans that establish appropriate targets and task objectives • Prioritise work activities to ensure completion of tasks in accordance with work requirements • Identify and incorporate training and learning opportunities into work activities • Maintain clear supervisory and reporting responsibilities in line with organisational requirements Slide 38
- 39. Develop work plans Importance of work plans Proper planning and preparation are essential for the effective completion of work-based tasks. • Why are plans important? • What are the benefits of work plans? Slide 39
- 40. Develop work plans Purpose of plans In short, plans are anything that aims to identify: • What is to be achieved • How it is to be achieved • Who is responsible • The timelines that apply • What resources are available can be properly Slide 40
- 41. Develop work plans Nature of work plans Work plans may relate to: • Written work plans • Verbal work plans • Daily priorities • Weekly priorities • Regular duties or work tasks Slide 41
- 42. Develop work plans Types of work plans Plans can include any of the following: • Sales plans • Reporting plans • Production plans • Budgetary plans • Team participation • Work schedules • Team and individual learning goals Slide 42
- 43. Develop work plans What to plan for Any aspect of work operations can be planned including: • The procedures or systems that exist • The workflow • Gaps or overlaps in service provision • The workload of staff • The time it takes to do a task or job • The job design of individual staff • The level of customer satisfaction Slide 43
- 44. Develop work plans Keys to planning The keys then, to workgroup plans are: • Know the goals for the business and your area/department • Match your plans to those goals • Inform, train and resource staff • Review your plans regularly and modify as required Slide 44
- 45. 45
- 46. Priortise work activities General questions In your past experience: • What work activities to you need to do on a daily basis? • How do you prioritise your work activities? • Are you good at managing your time? • If so, how do you do it? • If not, why not and how could you be better are it? • Do you procrastinate? Why? Slide 46
- 47. Identify tasks to be completed Ways to identify what needs to be done • Personal experience • Bookings or reservations • Directives from management • Day-to-day workplace problems • Knowledge of external factors impacting on the business • Personal observation of what staff are doing or not doing • Feedback from staff, customers and supervisors Slide 47
- 48. Priortise work activities Prioritising your tasks means that you will have to determine which tasks are the: • Most important and should be done first • Which ones can be left until later Slide 48
- 49. Planning and prioritising in a changing environment Changes to priorities Reasons for this may include: • Constant interruptions • New corporate directives • Unpredictable trade • You underestimated what a task involved • You were not aware of assistance that could have been provided • You are used to doing everything yourself Slide 49
- 50. Identify training and learning opportunities • As the marketplace changes there is a need for staff competencies to develop in order to meet those changing needs • In many organisations, this process is referred to as ‘professional development’ (PD) Slide 50
- 51. 51
- 52. THANK YOU 52
Editor's Notes
- Trainer welcomes students to class.
- Trainer advises this Unit comprises four Elements, as listed on the slide explaining: • Each Element comprises a number of Performance Criteria which will be identified throughout the class and explained in detail • Trainees can obtain more detail from their Trainee Manual • At times the course presents advice and information about various protocols but where their workplace requirements differ to what is presented, the workplace practices and standards, as well as policies and procedures must be observed.
- Introduce topic. Class Activity – General Discussion Ask general questions: What are examples of work roles in the hospitality industry? Who decides them? How are they communicated? Who communicates them?
- Trainer identifies the Performance Criteria for this Element, as listed on the slide.
- Discuss the concept of a team. Class Activity – Questions What is teamwork and how is it developed?
- Discuss.
- A team is often characterised through: Having a common goal – it is important all staff not only identify the goal, but why it is important Work interdependently with each other – the actions of one person impacts other staff Independent job functions – whilst staff are working together, they perform different roles and have different activities. Staff must understand how their actions contribute to the greater good of the team Enjoy working together – this may be hard with different personalities, however in most cases people enjoy working together. Get staff involved in activities where they can find out more about each other Accountability - staff will not only have their own responsibilities, but will also have collective responsibilities Empowerment – staff have their own power to act and make decisions Understand the importance of teams.
- Discuss impacts of team structure Trainer to show or explain organisational structures for different styles of hospitality businesses.
- Discuss categories of teams Discuss examples of teams within each category.
- Discussion Discuss the different types of teams and how they are formed.
- Discussion What are possible plans and objectives each team will have?
- Discussion Discuss the importance of these objectives? What types of targets may exist in different departments? What team goals exist? What individual goals exist? What other ones may exist?
- Discussion & Group Activity How are team members normally selected? What is the benefit of having people with different strengths and weaknesses? Group to undertake a ‘get to know each other’ game. This is designed to identify strengths of people in a group, which they may not have previously known Get each member to right three things about themselves they are good at and place in a hat Trainer to pull out and read Group must try to identify the person.
- Discussion and review of documents What is the impact of these organisational requirements when identifying group and individual roles and responsibilities? Trainer to provide examples of these documents and discuss their impact on identifying roles.
- Discussion and review of documents What is the impact of these organisational requirements when identifying group and individual roles and responsibilities? Trainer to provide examples of these documents and discuss their impact on identifying roles.
- Discussion What are these responsibilities?
- Discussion Discuss these responsibilities.
- Discussion about how to identify individual job roles and responsibilities Trainer to provide examples of these documents for audience to review Organisational hierarchies – each organisation will have established work groups, each with their own positions Contract – outlines your job including any responsibilities and conditions of employment Job Description –most jobs will have a separate job description that will identify the activities that you need to perform as part of your role Standard Operating Procedures (SOP) – standard instructions indicating how to perform specific tasks and the order of sequence Policies – rules to follow in an organisation relating to difference circumstances.
- Discussion about how to identify individual job roles and responsibilities Trainer to provide examples of these documents for audience to review Procedures – step by step instruction detailing how to complete an activity Daily Task Sheets – these may allocate specific tasks to perform that may relate to a specific activity or event Direct requests – by management, colleagues or customers Observation – quite often you will have feeling when a certain task will need to take precedence over others. This is intuition.
- Discussion and review of documents Who should you consult with? What information can they provide?
- Discussion How will these affect the allocation of work? How do you notify staff of these task allocations?
- Discussion What else needs to be considered when allocating tasks to staff members?
- Class Activity – Discussion Discuss the questions in the slide.
- Discussion What tasks are often assigned to staff? What tasks can you not assign?
- Discussion Why is this important?
- Discussion What other requirements need to be considered when communicating instructions?
- Class Activity – Discussion Discuss the different types of information that would need to be communicated under each of these points.
- Class Activity – Discussion What are the activities that are undertaken during a staff briefing? What information is discussed, shared or issued?
- Class Activity – Discussion Discuss the importance of these de-brief topics.
- Class Activity – Discussion Discuss the importance of these de-brief topics What other topics are normally included in a de-brief session?
- Class Activity – Discussion Discuss the importance of these meeting topics How often should meetings take place? When are they normally held?
- Class Activity – Discussion Discuss the importance of these meeting topics.
- Class Activity – Discussion Discuss the importance of small discussions.
- Class Activity – Discussion How can you check their understanding? How can you get their commitment?
- Introduce topic. Class Activity – General Discussion Ask general questions: What does ‘coordinate’ mean? What activities need to be coordinated in different hospitality departments? Who coordinates them? What information is helpful in deciding what needs to be done?
- Trainer identifies the Performance Criteria for this Element, as listed on the slide.
- Class Activity – Discussion Discuss questions in the slide.
- Class Activity – Discussion What types of work plans exist?
- Class Activity – Discussion When are each of these types of work plans used? What do they contain?
- Class Activity – Discussion & Show What other types of work plans can be used in the hospitality industry? What do these plans contain? Trainer to show examples of these plans to audience.
- Class Activity – Discussion What else would you plan for?
- Class Activity – Discussion Why is this important?
- Class Activity – General discussion Discuss the questions in the slide.
- Class Activity – General discussion Discuss from personal experiences Which ways are the most effective and why?
- Class Activity – General discussion In your past experience: What work activities to you need to do on a daily basis? How do you prioritise your work activities? Are you good at managing your time? If so, how do you do it? If not, why not and how could you be better are it? Do you procrastinate? Why?
- Class Activity – General discussion Discuss from personal experiences Which ways are the most effective and why?
- Class Activity – General discussion How can you identify needs? What types of professional development activities exist?