The document discusses various approaches to developing and supervising staff as a manager. It covers providing feedback to employees, monitoring performance, identifying training opportunities, and being an effective leader and role model. Specific topics include giving positive and negative feedback, using checklists to monitor work, providing formal and informal learning programs, mentoring and coaching employees, and qualities of successful managers such as competence, leadership abilities, and managing oneself well.

1. DEVELOP AND SUPERVISE
OPERATIONAL APPROACHES
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Element 4:
Provide feedback

3. Provide feedback
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Performance Criteria for this Element are:
• Provide clear, constructive feedback to
individuals to support achievement of
outcomes
• Monitor team and individual performances to
ensure team members are able to achieve
goals
• Identify opportunity for individual development
• Maintain clear supervisory and reporting
responsibilities in line with organisational
requirements

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5. Feedback
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Purpose of feedback
Giving feedback to staff can act as:
• Motivation
• Encourage compliance
• Recognise and reward
• Correct actions
• Demonstrate you are actively monitoring activities

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Providing feedback
• Feedback can be ‘confirming’ or ‘corrective’
• Provide feedback as close to the desired performance as possible
• Provide feedback frequently
• Be specific and use facts
• Discuss behaviours, not personalities
• Use simple, straight-forward language

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Areas of feedback
Feedback may relate to:
• Performance
• Service standards
• Skills and knowledge
• Progress

8. Providing feedback
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Providing timely feedback
• Why is it important to provide feedback in a timely manner?
• What does timely manner mean?

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From time to time you will need to provide feedback to your
staff.
This feedback and information can be:
• Positive
• Negative
• Neutral

10. Positive feedback
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Providing positive feedback
• How do you provide positive
feedback?
• What recognition or rewards can be
provided?

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Positive feedback - recognition of rewards
• Informal acknowledgment
• Formal acknowledgment
• Certificate or Award
• Incentive
• Reward

13. Negative feedback
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Providing negative feedback
• How would you deliver negative feedback?
• How can you provide negative feedback in a constructive manner?
• What further corrective action may be required?

14. Negative feedback
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Steps in providing negative feedback
• Explain undesirable behaviour
• Explain why the behaviour is undesirable
• Identify reasons for behaviour
• Explain why their performance requires improvement
• Specify the desired behaviour
• Ensure they understand what is to be achieved
• Determine how to get to desired performance

15. Monitor team and individual
performance
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• Why is it important to monitor staff?
• What are they monitored against?
• When should you monitor staff?
• How do you monitor staff?

16. Monitor team and individual
performance
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Basic techniques to monitor performance
• Visual observation of staff practice
• Analysis of documentation
• Discussions with relevant people
• Use of checklists

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Importance of performance standards
Workplace standards are important in order to:
• Meet customer expectations
• Reflect advertised standards
• Match or exceed the competition
• Comply with legal requirements
• Encourage repeat business

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Monitor against performance
standards
• What performance standards exist?
• How are staff made aware of
performance standards?

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Examples of performance standards
• The waiting time before presentation of
the menu
• The number of tables to be covered
• How a room should be cleaned
• Time taken to set up
• Deadlines for reports
• Turnover targets

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Areas of performance standards
• Productivity
• Punctuality
• Personal presentation
• Accuracy

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Areas of performance standards
• Adherence to procedures
• Customer service standards
• Team Interaction
• Response times

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Issues to monitor
• Safety
• Competency
• Appearance
• Professionalism
• Completion of tasks
• Overall ‘offering’ provided
• Customer satisfaction

23. Monitoring completion of work activities
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Use of checklists
• What is the importance of checklists?
• What should be included in checklists?
• Who should create checklists?
• How can staff use checklists?
• How can management use checklists?

24. Professional development opportunities
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One of the key characteristics of successful teams is the ability
to recognise and provide training and development opportunities
to staff.
• What training and development opportunities exist?

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Professional development opportunities
Developing the ‘skill set’
All team members must have the opportunity to improve their ‘skill set’
which aims at the development of:
• Knowledge
• Skills
• Attitudes

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Staff training and staff development
• Staff training will be applied to address a need that has some
immediacy to it
• Staff development has more of a future orientation and
relates to skills and knowledge the staff member may need at
some future date

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Professional development
Staff development is often referred to in another name:
‘Professional development’
• What are examples of ‘professional development’ activities?
• How do you select people?

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Access to professional development
‘Professional development’ activities tend to have some ‘future focus’
In many cases, professional development activities:
• Are provided for staff as a department-wide or organisation-wide
activity
• Are targeted for individual staff to prepare them for a future role

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Internal or external professional development
Professional development activities can be:
• Conducted on the premises:
– By management or the supervisor
– By an external third party provider
• Conducted off the premises

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Considerations when creating staff development
opportunities
• Identify the purpose
• Identify the need
• Establish priority for development

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Types of professional development opportunities
• Internal training and professional development
• External training and professional development
• Coaching
• Mentoring
• Supervision
• Formal or informal learning
programs

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Types of professional development opportunities
• Work experience and exchange opportunities
• Personal study
• Career planning and development
• Performance appraisals
• Workplace skills assessment
• Quality assurance assessments and recommendations
• Change in job responsibilities

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Professional development
opportunities
Types of professional development opportunities
• Opportunity for greater autonomy or responsibility
• Formal promotion
• Chance to perform in a higher position in a
caretaker mode
• Becoming a mentor for someone
• Leading a training session
• Being sent to a conference

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Mentoring
It is a relationship between two people where a more
experienced person works in collaboration with a less
experienced person to give the less experienced
person the benefit of their:
• Knowledge
• Experience
• Perspective
• Contacts
• Insight
• Wisdom

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Purpose of mentoring
• Provision of advice to the learner
• Enable personal development and growth
• Optimise staff retention
• Give the learner a sounding board for ideas
• Save the mentee from making same mistakes

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Purpose of mentoring
• Initiate a network for personal learning and contact
• Assist people in career planning
• Empower the learner
• Encourage independence of the learner
• Demonstrate support

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Coaching
This is where you deliver on-the-job training to individuals and
groups using a wide range of training options.
• What training options exist?

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Coaching options
• Demonstrations
• Discussion
• Lectures
• Case studies
• Role-plays
• Games

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Coaching options
• Exercises
• Excursions
• Guest speakers
• Presentations
• Providing explanations
• Problem-solving

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Formal and informal learning programs
Formal learning
• An externally provided course
• An internal non-accredited training course
Informal learning
• Less structured programs
• Greater flexibility
• As required

41. Other development programs
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Other professional development programs
• Personal study
• Work experience
• Job rotation

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Support materials
Support materials for professional development programs
• Manuals
• Exercises
• Take away notes
• Role plays
• Catering
• Management representatives

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Providing practice opportunities
Providing practice opportunities
• Confirm with the staff member that practice is required
• Determine their availability
• Supervise the practice
• Notify the staff member when assessment can take place

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Catering for individual needs
Practical ways in which individual differences can be accommodated include:
• Rescheduling training to a more convenient time
• Reducing the size of the group
• Changing the mix of the group
• Modifying delivery methods
• Adapting the training environment
• Modifying your personal attitudes and approaches
• Adapt training resources to suit the individual

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Keys to becoming a successful manager
• Demonstrate competence
• Embrace responsibilities
• Make meaningful contributions
• Learn to adapt
• Make a commitment
• Continue to learn
• Prioritise your loyalties
• Always do good work

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Keys to becoming a successful manager
• Present the right image
• Learn the power structure
• Gain control of organisational resources
• Stay visible
• Find a mentor
• Support your boss
• Think laterally

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Managers as role models
Influence of a role model
• Every manager, whether they like it or not, acts as a role model to their staff
– even when they don’t intend to
• Staff will view the behaviour, actions and attitudes of the manager and often
will see this as the way to act, even if they disagree with their manager’s
behaviour
• How can you be a good role model for staff?

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Manage yourself first
The first thing for you as a manager to do is to manage yourself.
This involves:
• Knowing and understanding your own job
and the responsibilities you have
• Planning your own work well
• Managing your time efficiently planning
• Managing your own stress

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Leadership
Leadership in the workplace
To be a good leader, which is a vital component of
any managerial position, experience and history
shows you need to:
• Have the trust of staff, and in turn, trust them
• Show you respect the abilities and opinions
of staff
• Have the ability to motivate staff
• Be passionate, and committed to what you do

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Leadership in the workplace
• Be prepared to delegate work
• Be able to create a cooperative team
• Have a strong and clear sense of work goals
and objectives
• Help others achieve their personal goals

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