This document provides guidance on developing and supervising operational approaches for training and learning opportunities. It discusses identifying training needs through various sources like staff induction, management requests, personal observations, and changes in workplace equipment. It outlines conducting a training needs analysis to identify performance gaps. It also discusses developing training opportunities through a 5-step process of auditing staff needs, identifying gaps, and determining a course of action. The document discusses maintaining effective working relationships by recognizing and addressing problems, seeking assistance from team members, communicating work requirements, and managing conflicts constructively.

1. DEVELOP AND SUPERVISE
OPERATIONAL APPROACHES
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2. Identify training and learning
opportunities
Identifying training needs
• Staff induction
• Request from a staff member
• A request from management
• Personal observation
• Customer complaint
• Changes in workplace equipment
• Changes in procedures
• Changes in legal requirements
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3. Training Needs Analysis
TNA is a way of identifying the difference that
exists between:
• The work which staff are performing
• The standard of performance required by
the business
• This difference is known as ‘the training gap’
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5. Further sources of information to identify training needs
• Industry/enterprise or other competency standards
• Endorsed components of relevant industry training packages
• Industry/workplace training practices
• Job descriptions
• Business plans for the organisation
• Standard operating or other workplace procedures
• Consulting with others
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6. Basic steps in developing training and learning
opportunities
• Step 1: Know where you’re starting from and
what’s required
• Step 2: Do an audit of staff
• Step 3: Identify the training gap
• Step 4: Determine the course of action
• Step 5: Consult
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7. Authority and responsibility
To assist communication, enhance internal
relationships and optimise service delivery it is
essential that there are clear lines of authority
and responsibility within the business.
• Where does this information come from?
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8. Organisational chart
This document sets out the hierarchical relationship
between all positions within the business and
identifies:
• Who is responsible to whom
• The official lines of communication
• Possible career paths for people
Why are organisational charts important?
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9. Authority and responsibility
Authority
The power to make decisions, take action or
have influence
Responsibility
The areas in which the supervisor has onus on
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10. Element 3:
Maintain effective
working relationships
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12. Maintain effective working relationships
Performance Criteria for this Element are:
• Recognise and address problems with team
members
• Seek assistance of team members when difficulties
arise to achieve allocated tasks
• Communicate requirements of work activities using
a participative approach
• Manage disagreements and conflicts constructively
using appropriate conflict management strategies
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13. Recognise and address problems
Types of problems
The types of problems that may arise in a hospitality organisation are
endless but common problems may relate to:
• Conflicts in priorities
• Resource constraints
• Lack of information
• Supplier delays
• Differences in opinion DEDY WIJAYANTO 13

14. Types of problems
• Interpersonal conflict
• Hazardous events
• Time constraints
• Electricity shortages
• Bad weather
• Shortfalls in expected outcomes
• Poor staff performance DEDY WIJAYANTO 14

15. Sources of poor performance
Before counselling an employee on poor performance or
inappropriate job behaviours it is worth considering the likely
causes of work problems.
Poor performance normally results from:
• Employee qualities
• Organisational qualities
• External sources
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16. Employee qualities
These sources stem from the employee themselves and can include:
• Problems of capacity, where the employee does
not have the required aptitude or orientation
for the tasks
• Family related problems
• Psychological problems, such as drug abuse gambling, irrational fears,
depression, aggressive behaviour stemming from self image problems
• Physical problems, such as lack of energy, restricted movement, pain orDEDY WIJAYANTO 16

17. Organisational sources
• Problems with higher decisions and policies
• Person placed in the wrong position
• Insufficient organisational action over a
grievance
• Organisational over-permissiveness
• Impact of supervisors
• Leadership style
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18. Organisational sources
• Bad communication or instruction
• Inappropriate managerial standards or criteria
• Discrimination
• Lack of managing diversity
• Harassment and bullying
• Problems with team cohesion and acceptance
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19. Organisational sources
• Problems from the work context
• Geographic location
• Bad physical work environment
• Unsafe conditions and work processes
• Problems with the way the job is performed
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20. External sources
These are problems an employee can have that stem from society and its values.
These include situations where:
• Society’s values clash with the job
• Clashes with moral or religious issues
• Working on certain days
• Assisting guests with certain unsavoury requests
• Changing economic conditions
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21. Considerations
Before counselling an employee for poor performance or
conducting the performance appraisal, management need to
consider:
• What are the symptoms and what are the likely causes
• If the causes are because of something that is internal to the
organisation
• Identify whether you are dealing with a work performance
problem or a work behaviour problem
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22. Steps in handling performance related
problems
Review facts surrounding performance concerns before
addressing staff performance
• Obtain original, first-hand evidence
• Gather supplementary information
• Take immediate action if required?
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23. Steps
• Arrange to discuss situation with employee in private
• Notifying employees about performance discussion sessions
• Obtain employee commitment to improvement
• Outline consequences of non-compliance
• Take disciplinary action if required
• record and document actions
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24. Seek assistance of team members
Role of support
• Support is a two way street and who provides or receives
support will change depending on what is required to
effectively handle each situation
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25. Providing support and assistance
What is the difference between providing ‘assistance’ and
‘support’?
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27. Providing assistance to others
In the same way that you may need help from others, you must
be similarly prepared to render assistance to others when it is
called for.
• What assistance can you provide?
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28. Types of assistance
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Assistance is a form of support which a person can give to another and
include, but is certainly not limited to:
• Providing back-up support
• Explaining, clarifying
• Problem solving
• Providing encouragement
• Providing feedback to another team member
• Undertaking extra tasks, if necessary

29. Types of support
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There are a number of resources that can be used to help support a
colleague including:
• Physical support
• Intellectual support
• Financial support
• Infrastructural support
• Resources support
• Mentoring

30. Identifying need for support
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Signs of identifying the need for support
• Observation
• Staff behaviour
• Direct request from a person
• Customer complaints
• Productivity reports
• New tasks or job role

31. People who provide support
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• There are a number of people who will provide support to
others
• Support is the provision of some area of assistance or
expertise one person may have which can help others
complete their tasks

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• Owners to managers
• Support departments to outlets
• Managers to supervisors
• Managers and supervisors to staff
• Staff to staff
• Staff to managers and supervisors
• Customers to managers, supervisors and staff

33. Timing and support
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• Our industry is one that is very much time oriented.
Customers and other staff will rely on individuals to get
nominated work finished by a set time
• Customers expect service, food, drinks
or rooms cleaned by a set time and when
this doesn’t happen their satisfaction levels
drop
• At times, outlets have ‘rushes’ where
support is needed

34. Support from others
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Who can you ask for support?
The people you may ask to assist can vary, but will commonly
include:
• Others from your team
• People from other, but related, departments
• Managers and supervisors

35. Communicate requirements of work
activities
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Need for communication
When working in the hospitality industry, there is a need for
supervisors and managers to communicate with both staff and
fellow colleagues on a constant basis.

36. Types of communication
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Basic communication options include:
• Verbal
• Written format
• Non-verbal
• Use of an interpreter

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38. Communicating with colleagues
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• Clarity of purpose, including vision, mission, goals
• Operational performance
• Upcoming events
• Products and services information
• Promotional activities
• Specific customers

39. Effective communication
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To help ensure your communication is polite, professional and
friendly, the following tips will assist:
• Follow all establishment policies
• Use a person’s name where it is known
• Be honest
• Use ‘please’ and ‘thank you’ a lot

40. Effective communication
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• Don’t interrupt
• Speak at an appropriate pace and volume
• Make sure your non-verbal language matches the verbal
communication

41. Building trust
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Ways to create and build trust
• Establish and maintain integrity
• Communicate vision, values, mission and goals
• Consider all employees as equal partners in the organisation
• Focus on team, rather than individual and personal goals
• Do what's right, regardless of personal risk

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Ways to lose trust
• Act and speak inconsistently
• Seek personal rather than shared gain
• Withhold information
• Lie or tell half-truths
• Be closed-minded

43. Conflict and misunderstanding
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What is conflict and misunderstanding?
Anything that upsets another person can be regarded as a
conflict or a misunderstanding.

44. Conflict and misunderstanding
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People involved in conflict
Conflict can involve:
• Groups
• Individuals
• Co-workers
• Customers

45. Addressing conflict and
misunderstanding
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Addressing workplace conflict and misunderstanding properly
and as early as possible seeks to:
• Keep all conflict and misunderstanding at the ‘mild’ end of the
spectrum
• Clarify any perceptions that arose due to misunderstanding
• Rectify the situation to the greatest extent possible

46. Conflict with colleagues
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Some reasons include:
• Pressure of work
• Lack of, or bad communication
• Prejudices
• Ineffective working systems
• Difference in opinions
• Difference in beliefs
• Misunderstanding
• Team member not pulling their weight

47. Conflict warning signs
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Various ‘warning signs’ which may be displayed that can indicate
that a problem exists or is imminent.
• What are common warning signs?
• What warning signs do you personally have if you have
conflict with someone else?

48. Colleague warning signs
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• Avoid verbal and visual contact
• Indulge in negative facial expressions
• Make negative remarks
• Make rude gestures or remarks

49. Addressing difficulties
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Tips when addressing conflict and misunderstandings
• Quick identification of a misunderstanding can prevent a conflict
from occurring
• All possible cultural differences should be taken into consideration
• Resolve the misunderstanding as quickly as possible
• Follow organisational procedures
• Putting yourself in the other person’s shoes
• Frustration or impatience should be avoided
• Focus on respect and sensitivity

50. Resolving misunderstandings
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Actions that can help resolve the situation
This may involve you in:
• Discussing the issue in a courteous manner
• Speaking directly with the person concerned in a respectful way
• Apologising for offence or misunderstanding that may have been
caused
• Taking time to talk with the person concerned
• Asking for advice from the other party

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Actions that can help resolve the situation
This may involve you in:
• Seeking advice from a supervisor or manager
about the issue
• Attending mediation
• Enrolling in a language class
• Enrolling in cultural awareness or interpersonal skills programs

52. Refer issues and problems
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There may be a need in your workplace to refer:
• Any issues relating to cross-cultural issues
• Unresolved issues
• Who do you refer issues to?
• When should they be referred?

53. Refer issues and problems
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Who should problems be referred to?
Depending on the establishment, and its organisational structure, the appropriate
person could be:
• Colleagues
• Your team leader
• Your supervisor
• The manager
• Human Resources personnel
• The owner

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55. See you again
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