TRINH_THANHVAN_PERFORMANCE_EVALUATION_PROJECT.pdf

SMA CONSULTANT GROUP
PERFORMANCE EVALUATION
PROJECT
Official Report, Performance Appraisal
Instruction Manual
10/27/2014
Prepared for Pinnacle People Australia

Thanh Van Trinh 43671564; LiYuanyuan 43123157; Shantanu Bendre 43435346; SheikSamiUllah 43405853
2 MGTS7605 Performance Leadership – Performance Evaluation Project
A. BUSINESS REPORT

Executive Summary
Performance appraisals have always played an important part in training and
development, as well as achieving and aligning employees’ goals along with the
organization. Therefore, it is important to renew and update the appraisal system
and process to maximize the potential of a company’s human capital.
The following report analyses the current appraisal process used in Pinnacle
People and suggests relevant improvisations. Given that Pinnacle People is
Australia’s largest national hospitality staffing firm, it is pivotal to implement a job
appraisal method which would benefit the employees and ultimately the
organization.
Though current evaluation method is relevant and quantifiable, it has some
loopholes in certain areas. Improvements are required in the sections of
feedback since the current appraisal process only provides only a one dimensional
feedback to the employees and completely lacks openness to 2-way
communication and self-evaluation. It is also important that the managers receive
the necessary training on how to design the job appraisal, as well as to provide the
correct feedback for the overall growth and improvement of the people and
organization.
An updated performance appraisal format is included in the report along with
an instruction manual which would be used to evaluate the F&B Attendants
persistently. This appraisal is used specifically on F&B Attendants and it contains
the necessary improvements and advancements.

Table of Contents
A. BUSINESS REPORT.......................................................................................................................................2
Executive Summary...............................................................................................................................................3
I. Performance Appraisal Rationale.......................................................................................................5
II. Performance Appraisal Conductor.....................................................................................................5
III. Timeframes of Use ..................................................................................................................................6
IV. Length of Assessment...........................................................................................................................6
V. Selection of Performance Criteria.......................................................................................................7
VI. Analysis of current performance appraisal process...........................................................7
VII. Feedback........................................................................................................................................................8
VIII. Limitations................................................................................................................................................10
B. INSTRUCTION MANUAL ........................................................................................................................11
I. Introduction..................................................................................................................................................12
II. The performance appraisal form.....................................................................................................13
Performance factors.....................................................................................................................................13
Performance levels........................................................................................................................................14
Performance appraisal rating.................................................................................................................15
Appraiser’s overview evaluation..........................................................................................................15
Performance objectives..............................................................................................................................15
New performance objectives ..................................................................................................................15
Employee self appraisal.............................................................................................................................16
Performance appraisal interview.........................................................................................................17
Signatures...........................................................................................................................................................17
III. Development and training...............................................................................................................17
C. MATERIALS....................................................................................................................................................19
I. Job Description............................................................................................................................................20
II. Person Specifications ..............................................................................................................................21
III. Current Aprraisal.............................................................................................................................22
IV. Updated Appraisal...........................................................................................................................26
Reference..................................................................................................................................................................31
D. APPENDIX.......................................................................................................................................................34

I. Performance Appraisal Rationale
The main reason for the incorporation of performance appraisal is to improve
the performance at an individual and an organizational level (DeNisi & Pritchard,
2006). The current performance appraisal which is being used by Pinnacle People
should be revised as there is sense of incompleteness to it. With the current
appraisal, the employees are not able to evaluate their own performance which
ultimately leads to a non- interactive relationship between the manager and the
employee. It may happen that an employee perceives that he/she is good at
something while the manager thinks otherwise and vice-versa. It is extremely
important that the employee and the manger should be on the same page. The
benefits of self-evaluation at work are that it encourages the employees to reflect
on their role and contribution to the organizational process and reflect upon their
manger’s assessment of their contribution. Furthermore, it develops judgmental
skills and competency.
A feedback was received from the current employees regarding the ongoing
appraisal. The employees were interviewed and the sections in which there was a
scope of improvement were discovered (Refer to Appendix for the interview
questions). The benefits of a well- designed performance appraisal is that it
provides facilitation of communication, helps in setting goals and would ultimately
help the employees on a personal level to succeed and also the organization to
flourish(Schraeder, Becton, & Portis, 2007).
II. Performance Appraisal Conductor
As Pinnacle People is a staff providing company, its employees are its major
assets. The most suitable person for conducting the performance appraisal is the
the supervisor because he/she is the person who has a direct association with the
employees at the work place.
To successfully incorporate the revised evaluation technique, the supervisors
should undergo a training process. Thornton & Zorich (1980) suggest that there
should be a divergence between the processes of observation and that of

judgment for carrying out the performance ratings successfully. The training
methodologies include Behavioural Observational Training (BOT) and Frame
-of-Reference Training (FORT). The BOT helps to recollect the actual performance
and focuses on enhancing the detectionand perceptionof it as well (Kline & Sulsky,
2009). On the other hand, FORT enhances the accuracy with which the
performance is rated and defines superior performance (Kline & Sulsky, 2009).The
results of the performance evaluation are reported to the staffing manager by the
supervisor and then an appropriate feedback is provided to the employees.
III. Timeframes of Use
Research suggests that the motive of performance appraisals and the
frequency with which the feedback is provided is dependent upon the
characteristic of the job and the employee (Cummings & Schwab, 1978). Many
organizations conduct the performance appraisal at least annually, but more
frequent performance appraisals may have positive and constructive results for
the employees as well as for the organizations (Schraeder, Becton, & Portis,
2007).
Performance appraisal for Pinnacle People would be conducted once in two
months as this is a regular job where maintaining the performance is the objective.
Moreover, an annual evaluation would also be done to determine the ‘Employee of
the Year’.
It is important that the employees receive frequent feedbacks as they would
provide the necessary information to them regarding what their strengths are and
which areas they need to work upon.
IV. Length of Assessment
The assessment deals with the KSAs required for the job and hence the length
of the appraisal can be anywhere between 20 to 30 minutes and would be
conducted once in every 2 months. The supervisor would be monitoring the F&B
Attendant’s work while he/she is actually working. The feedback would be provided

to the employees on the basis of the appraisal criteria sheet within a day. This
would help the employees ponder upon their strengths and work upon their
weaknesses as soon as possible.
V. Selection of Performance Criteria
The selection of performance criteria in the current appraisal contains a
checklist with which a supervisor can evaluate the KSA s of an F&B Attendant. As
this performance appraisal lacks the self-evaluation facet, a modified performance
evaluation is created which is to be incorporated by the company.
The only modification that is done is the introduction of a checklist which allows
the employees to conduct self- evaluation. This checklist contains tasks which help
to identify the basic as well as advanced knowledge, skills and abilities of an F&B
Attendant. Moreover, the scale which used to rate the tasks is extended onto the
magnitude of five which would provide more accurate ratings. A detailed criteria
sheet is included in the Materials section. Customer feedback is also considered to
be an important performance criterion by Pinnacle People. The introduction of this
360 degree feedback would make the performance appraisal more efficient.
VI. Analysis of current performance appraisal process
The current performance appraisal for Food and Beverage Attendant at
Pinnacle People consists of a skills list and a list of all the criteria for evaluation.
The appraisal is designed with very specific criteria selections for more accurate
rating. Supervisor will rate each task listed on the scale of a, b and c which stand
for exceeds standards, meet standards and fail to meet standards. The good thing
about the current appraisal is that: the task list is very detailed which helped
assess the task performance of the job in many dimensions. Another good aspect
of the current process is the frequency of appraisal – which is one appraisal every
two months. Since food and beverage attendant is anentry level job with repetitive
cycle of tasks, it is appropriate not to have performance appraisal done too often.
However, there are a number of disadvantages when continue usi ng this appraisal

without improvisation.
First of all, this appraisal is one-way feedback without any further conversation
to discuss if the incumbents are happy with it. The performance is evaluated solely
by the supervisors. This has led to absolute no comments, explanation or
recommendations. And there is no way to measure the supervisors’ accuracy in
rating. Biases, inaccuracy, false judgements could underlie the process; which
then lead to incorrect evaluation.
Furthermore, there are a lot of concerns about the dislike of criticizing
subordinates and resistance to passing judgement on individuals - managers are
uncomfortable “when they are put in the position of "playing God"' (McGregor,
1972, p. 135). Moreover, since face-to-face conversations are not conducted,
miscommunicationor conflict might occur. Therefore, instead of one-way feedback,
a self-review checklist/evaluation can be provided for the employees to rate
themselves or evencheck with their peers or immediate supervisors for comments
and suggestions. This will move the whole evaluation process towards a more
ideal place which is 360 degree feedback.
In addition, the rating scale used was too generic. It has only three ratings:
exceed, meet and fail to meet standards. Such narrow scale is blurry and would
not allow accurate rating. A rating scale of at least 5 settings is recommended.
In brief, the current appraisal process has a detailed task list for evaluation,
however it still need improvements on some other facets such as allowing inputs
from the staff or commentary on individual’s performance to encourage learning
and development.
VII. Feedback
Feedback is an important part of an effective appraisal process. And to
maximise the effectiveness of an appraisal system, there has to be continuous
formal and informal performance feedback.
DeNisi and Pritchard (2006) stated that: The goal of the

performance-management process is performance improvement, initially at the
level of the individual employee, and ultimately at the level of the organization (p.
255). And even though feedback and performance appraisal are different from
each other, they are still inter-related. A poor performance appraisal might affect
negatively to how the receivers react to the feedback and vice versa. As a
consequence, the performance appraisal process has to be conducted effectively
in order to reach its full potential.
As mentioned in the previous part, effective communication between
supervisors and employees is missing. To solve this, more interactions have to be
put in place. The supervisors while giving out the evaluating results can provide
one-on-one comment for each of the staff. This can be done indirectly or directly.
Indirectly, the performance appraisals allow space for the supervisors to leave
comments for each individual. Directly, after giving out performance appraisal
results, supervisors can have a short conversation, face-to-face with the staff,
providing explanation and guidance if needed. In this way, the staffs have the
chance to understand the results better, as well as a chance to speak up or clarify
any questions. Also, a direct approach is more efficient in making an actual impact
on the person rather than a single piece of paper.
Another great way to appraise is to allow self-assessment/self-appraisal to
take place. This can encourage people in engaging themselves to the process of
their performance review. Self-assessment on the other side is a useful tool to
reduce defensiveness of the feedback receivers. Not only that, but self-appraisal
also enhance overall satisfaction, increase the employees’ trust, readiness,
preparation, perceived fairness and acceptance for the appraisal; especially when
the performance standards used are clear and easy to understand. By introducing
and implementing self-appraisal, Pinnacle People can start to transform their
traditional feedback system to the more effective and efficient
360-degree-feedback.
On the other hand, besides using the normal numeric rating scale, the
supervisors might conduct a “rating-less” narrative appraisal. Herbert Meyer (1991)

– former human resource executive at General Electric, professor of psychology at
the University of South Florida – believes that sometimes binding a numeric score
or an overall adjectival grade to the review/evaluation is demeaning and
unnecessary. The reason is because any administrative actions such as a rise in
salary or a promotion communicate an overall appraisal better than a grade. Also,
such ratings can be inconsistent across supervisors. For example, “exceeding
standards” might mean different things to different supervisors. So, instead of just
rating with numbers, supervisors can write up simple narrative appraisals which
include general descriptions with behavioural examples that reflect performances.
Again, Food and Beverage is an entry level job, and usually narrative appraisals
are quite complicated and time-consuming to write. Still, the supervisors can
simplify the usual narrative appraisal and make it suit the complexity of the job. If
done right, this can truly help with the personal and professional development of
the employees. It also sends a message of genuine interest in providing feedback
from the supervisors, which makes the feedback effective and worthy. However, in
the end, using this narrative appraisal is just a suggestion.
In summary, Pinnacle People can take advantage of different feedback
delivery methods: self-appraisal or direct/2-way communication to transform its
traditional approach to the 360-degree-feedback approach. This would help
significantly improve the quality of the performance appraisal process, as well as
promote personal and professional development of the staffs.
VIII. Limitations
The information on performance appraisal from Pinnacle people was
investigated by interviewing an employee. While doing this, there is a chance that
some of the points are missed or the information provided may not be in a detailed
format. To score over this issue, managers must be interviewed as well for this
purpose. Managers must contribute their efforts in performance appraisal
designing and process to get the accurate results out of it. For this, the company
has to bear some cost by training their mangers. However, it will benefit in getting
accurate results across different departments of organization.

B. INSTRUCTION MANUAL

I. Introduction
The Performance Appraisal system provides a method for employees to
contribute to the achievement of Pinnacle People’s mission and vision, and
organizational purposes. It accelerates communication between employees and
supervisors by delivering a structure of feedback on employees’ performance
(Kumar et al., 2014). This document has been designed for clarifying the actions
of performance appraisal which will be conducted once two months.
The purpose of this system is to:
Fully develop F&B attendants’ potential.
Improve productivity and the performance of Pinnacle People’s food& beverage
attendants.
Provide an approach to send reasonable feedback to employees.
Performance appraisal process is an opportunity to improve F&B attendants’
productivity and develop their full potential.
Job description is a starting point to achieve a mutual understanding between
F&B attendants and supervisors on roles, accountabilities and expectations of the
position. The objectives of the performance appraisal are to deliver feedback on
employees’ past performance, to agree on criteria for future performance, and to
develop targets and objectives for every employee and their skills growth. For
reaching these objectives, both employees and managers must have a good
understanding of the appraisal and completely support it. In addition, to
performance appraisal, supervisors should conduct reviews regularly during the
year in order to discuss the employee’s improvement toward achieving desired
outcomes and to deal with ongoing issues.
Good employee relations are built upon fair and impartial management.
Performance Appraisal must bases on the actions of employees on certain criteria
without bias.

II. The performance appraisal form
The Performance Appraisal Form is used to evaluate employees’ performance
by operating well-defined factors and levels of performance justly and constantly to
all employees.
Performance factors
Performance Factors represent ranges of individual performance that are
critical to success in the position and to the success of the particular Pinnacle
People organization. Eachpositionand functional area within Pinnacle People has
specific job expectations associated with these Performance Factors. There are
13 performance factors identified for F&B attendant. The 13 performance factors
are:
 Behave in Professional Manner
 Use Time Effectively
 Adhere to Etiquette of Professional Service
 Resolve Guest Complaints or Concerns
 Listen Effectively
 Use Effective Verbal Communication
 Set Tables
 Use Selling Techniques
 Serve Tables
 Handle Tableware
 Carry Trays
 Present and Open Still Wine

 Pour Wine
Performance levels
The manager will rate each Performance Factor, on a scale of 1 to 5, as it
relates to food& beverage attendant performance. Specifically, unbiased
comments may be included to support the ratings. Managers and employees must
share a common understanding of what each rating indicates, and use them
consistently.
The five Performance Levels are:
5-Outstanding: Reserved for the attendant whose performance is undoubtedly
and always superior to the criteria required for the position. The individual is
successful in unusual and adverse situations, meets astonishing business
challenges with little or no guidance, and sets a positive model for others. Results
significantly surpassed performance standards/objectives over a constant
period( Sharma & Dave, 2011).
4-Exceeds Expectations: (Nandini & Zachariah (2014) state that Exceeds
Expectations means that an individual exceeds most requirements of the position,
including all crucial areas. This grade shows a level of achievement that goes
beyond reasonable and demanding criteria, particularly in significant knowledge,
skills and abilities. Performance is categorized by high achievement, and the
individual plan and implementation of all routine purposes and most major
functions with least guidance.
3-Achieves Expectations: This attendant shows a capability of completion that
obviously realizes expectations and outdoes them sometimes. It mirrors suitable,
solid and consistent performance. Moreover, the individual has showed capacity
to implement and control routine tasks and some key functions with occasional
guidance (Rowland & Hall, 2012).
2-Minimally Meets Expectations: This attendant demonstrates a level of
achievement that is lower than the criteria of performance and does not meet or

slightly meets the requirements. This individual performs an unreliable level of
achievement and demands more direction and guidance than usually expected
for routine tasks (Ahmed et al., 2010).
1-Unsatisfactory Expectations: Performance mostly fails to meet the outlined
expectations or demands frequently, close direction and/or repeating of work
(Kondrasuk, 2012). The attendant is not doing the job at the level expected in this
position. Ineffective performance is because of the employee’s own lack of
struggle and abilities.
Performance appraisal rating
In this section, the performance appraisal rating will be calculated. The points
in the Performance Factors section will be summed to decide the overall
Performance Appraisal Rating.
Appraiser’s overview evaluation
The Appraiser’s Overview Evaluation is a combined statement of the F&B
attendant performance. In this section the supervisor may write a narrative
overview of attendants’ work performance during the review period.
Performance objectives
In this section, the supervisor will evaluate F&B attendants’ goals/objectives
from the former period. Information provided here will indicate whether or not the
objective was completed, to what degree, and whether or not it was accomplished
within the timeframe (2 months).
New performance objectives
In the new Performance Objectives section specific expectations, objectives,
or improvement plans for the next assessment period will be identified. Each
objective/goal will pertain to a purpose or task specified in job description, a
strategic initiative, or operational development. Objectives must be measurable
and observable. The manager will complete this section prior to the appraisal
interview; however, based on discussion with employees it may be reviewed

during the appraisal interview. Performance objectives may also need revising
during the review period as the position expectations change. The manager will
review employees’ doubts regularly during the review period and discuss with
them any needed changes.
An objective is a very precise statement about what requirements to be
completed, and reflects an important end result that is not part of an ongoing
day-to-day job responsibility. Objectives are achieved within specific time and
resource constraints. Objectives should be:
• Expressed in terms of end results rather than in the tasks that go into meeting
those end results.
• Challenging yet achievable.
• Aligned with the goals of the functional group and Pinnacle People .
• Take into account conditions that exist.
Employee Self-appraisal
Employees’ thoughts about performance are an important part of the
Performance Management Process as well. The Self Appraisal provides a tool for
them to join in the appraisal process (Andrés & García-Lapresta, 2010). The
purpose of the Employee Self Appraisal form is to gain their comments regarding
job strengths, progressive needs, and actions that might be taken to improve
performance.
The manager will support them to complete the form with detailed comments.
The comments should familiarize the manager with the employees’ thoughts,
opinions, and expectations. Employees’ comments should also provide an
opening to discuss performance development including areas of needed
improvement and resources available for improving those areas. It should also
provide the manager with insight regarding things affecting the work environment,
and employees’ suggestions for changes and improvements.

The manager will ask F&B attendants to complete the Employee Self
Appraisal prior to the appraisal interview and to bring it to the interview. It is an
integral component of the appraisal interview. The Employee Self Appraisal will be
attached to the completed Performance Appraisal document and submitted to
Human Resources.
Performance appraisal interview
The performance appraisal interview is usually conducted between the
employee and their immediate supervisor. In Pinnacle People, the appraisal
interview follows the section of employee post review comments once every two
months. The purpose of the interview is to provide an opportunity to help
attendants and manager obtain mutual understanding. Manager can observe an
attendant’s attitude and potential by interviewing. In addition, for attendants, they
are able to understand what they should improve for better performance.
Signatures
The signature of employees’ immediate supervisor on the completed form
indicates that this is his/her objective and accurate appraisal of performance and
that the immediate supervisor has communicated their feedback to attendants. In
addition, manager and attendants’ signature indicates neither agreement nor
disagreement with the appraisal. It does indicate that the supervisor has reviewed
the information; attendants have read the document; and attendants and the
supervisor have discussed the appraisal.
III. Development and training
In this section, attendants and the manager will jointly assess training needs
and development assignments or activities for the next review period to help them
in their job and career growth.
• The manager may ask attendants how they think that they will benefit from the
training and apply it to their job.
• Focus on activities that will enhance their current performance or prepare them

for greater challenges or career advancement.
• Specific activities will be listed with dates or a time frame for the activity to be
completed.
Training and/or development can be internal or external and on or off-the-job.
On-the-job resources include:
• Training with a senior member of team, a member of management, or a person
from another department.
• Company training session
• Staff meetings
• Special assignments
• Reading selected periodicals/trade publications
• Meetings with selected in-house professionals
Off-the-job resources include:
• Seminars/workshops
• Correspondence courses
• Professional/technical associations
• Personal improvement courses – public speaking, business writing

C. MATERIALS

I. Job Description
Position: Food and Beverage Attendant
Company: Pinnacle People
Position code: 3.039 / 3.051
Job Summary：
A Food & Beverage Attendant’s basic job is to provide consistent and high-quality
service to all customers. This also includes responsibilities such as catering for
functions, maintenance and presenting food and beverage equipment for service.
This position is multi-outlet, including services of restaurant, conference and
events. Incumbents working at the Pinnacle People as F&B Attendants will be
required to have a minimum of 10-hour work weekly at a rate of $22 per hour.
General Duties and Responsibilities：
1) Provide outstanding patron service
2) Undertake all general waiting and service duties
3) Complete assigned tasks with reliability, honesty, thoughtfulness and sensitivity
4) Strictly follow hygienic routines and procedures when handling food and
beverages
5) Able to work under high pressure situations
6) Communicate and liaise with other team members to provide the best service
7) Be aware and adhere to the Responsible Service of Alcohol legislation at all
times
Specific Tasks:
1) Set the table with linen, cutlery and glasses

2) Suggest the guests about food and beverages
3) Serve the guests with food and alcohol responsibly
4) Clear the tables and returning the cutlery back to the work station
5) Remove the set up if required or asked to do so
II. Person Specifications
The criteria and the KSA s required for an ideal Food and Beverage Attendant are
listed below:
Required Criteria:
1) Previous experience in the hospitality industry
2) RSA (Responsible Service of Alcohol) Certification
Desirable Criteria:
1) Food Handlers Certification
2) Diploma or equivalent certificates majoring in Hospitality
Knowledge:
1) Knowledge of norms and procedures for offering consumer and individual
services
2) Knowledge about food nutrition
3) Knowledge about Banquet Dining and A la Carte menu
4) Knowledge of alcoholic and non-alcoholic beverages
Skills:
1) Excellent communication skills
2) Must have an appealing and positive body language

3) Must be able to multitask and be efficient in all the chores assigned
4) Team cooperation and team bonding skills
Abilities:
1) Ability to listen and comprehend
2) Ability to speak lucidly
3) Ability to maintain one’s stamina throughout the assigned physical process
4) Ability to memorize things quickly
5) Ability to work effectively in a fast-paced environment
III. Current Aprraisal
See next page.

Food and Beverage Attendant
Performance Evaluation Information
Skills inEvaluation
1 Behave in Professional Manner
2 Use Time Effectively
3 Adhere to Etiquette of Professional Service
4 Resolve Guest Complaints or Concerns
5 Listen Effectively
6 Use Effective Verbal Communication
7 Set Tables
8 Use Selling Techniques
9 Serve Tables
10 Handle Tableware
11 Carry Trays
12 Present and Open Still Wine
13 Pour Wine
Copyright © Pinnacle People. All rights reserved 2013
Food and Beverage Attendant (FBA) 3.0 – Supervisor Sign-off, July 2013

Supervisor/Mentor Sign-off &
Evaluation
Candidate’s Name: ____________________________________ Date of Review_____________
Rating Scale
A = Exceed standard - Outstanding performance that
reach
beyondexpectations
B = Meet standard - Meet all requirements but there is
room
for improvements
C = Below standard – Fail to meet standard and need to
focus
intensivelyondevelopment
Foreach task listed, rate the candidate’s degree of competency based on how well s/he performed these task on
the job.
Presents and maintains a positive attitude Identifiestableware
Behaves professionally, e.g. maintains appearance, is Identifiesbar tools andequipment
ethical
Uses time effectively Prepares for shift
Participates in professional development Maintains andsets tables
Responds to difficult situations
Performs ongoing and closing duties and
inventory
control
Assists guests with special needs Knows menu information
Resolves guest complaints andconcerns Suggests wine and foodcombinations
Communicateseffectively Handlesorders includingserving tables, handling
tableware and
carrying trays
Is aneffective team member Prepares glassware
Has basic knowledge of meat, poultryandseafood Properlypours wine
Has basic knowledge of soups andsauces Receives guest payments anddisplays gratuity
etiquette
Has basic knowledge of foodpreparation Demonstratesresponsible alcohol service
Has knowledge of beer storage, styles, and alcohol
Observes food and beverage sanitation policies
and
content categories safety
policies
Has knowledge of spirits, aperitifs, liqueurs and
beverage Adheres to Workplace Hazardous Materials
garnishes InformationSystem
Has knowledge of wine and sparkling wine including
types,
Observes safe practices regarding workplace
traffic,
sweetness, countries of production, label lifting
information, storage andservingtemperature objects andelectricity

Supervisor Sign-off
I attest that the above information is true and is an accurate reflection of the
Candidate’s level of competency.
Supervisor Name and Signature Date
Food and Beverage Attendant (FBA) 3.0 – Supervisor Sign-off, July 2013

IV. Updated Appraisal
New rating scale and a Self-appraisal checklist.
See next page

Supervisor/MentorSign-off&
Evaluation
Candidate’s Name: ___________________________________________ Date of Review:___________
Rating Scale 5 – Outstanding – Performance is clearlyand
consistentlysuperior to the standards requiredfor
the position
4 – Exceeds Expectations – Exceeds most
requirements of the position, including all key
areas
3 – Achieves Expectations – Demonstrates a level
of accomplishment that clearlyfulfils expectation
and at timesexceedthem.
2 – Minimally Meets Expectations – Demonstrates
a level of accomplishment that is belowstandards
or marginallymeets the requirements
1 – Unsatisfactory Expectations – Generallyfailsto
meet the definedexpectations or requires
frequent, close supervision or redoing of work
For each tasklisted, rate the candidate’s degree ofcompetencybasedon how wells/he performed these task on
the job.
Presents andmaintains a positive attitude Identifiestableware
Behaves professionally, e.g. maintains appearance, is Identifiesbar tools and equipment
ethical
Responds to difficult situations
Performs ongoing and closing duties
and
inventorycontrol
Communicateseffectively Handlesorders includingserving tables,
handling tableware and
carrying trays
Has basic knowledge of soups andsauces Receives guest payments anddisplays
gratuityetiquette
Has basic knowledge of food preparation
Demonstrates responsible alcohol
service
Has knowledge of beer storage, styles, and alcohol Observes foodandbeverage sanitation
content categories policies and safety
policies

Has knowledge of spirits, aperitifs, liqueurs and
Adheres to Workplace Hazardous
Materials
beverage InformationSystem
garnishes
Has knowledge of wine andsparkling wine including
Observes safe practices regarding
workplace
types, sweetness, countries of production, label traffic, lifting
Additional Comments/Suggestion
Supervisor Sign-off
I attest that the above information is true and is an accurate reflection of the
Candidate’s level of competency
Food and Beverage Attendant (FBA) 3.0 – Supervisor Sign-off, October 2014
.
Supervisor Name and Signature Date

Self-Review Checklist
Candidate’s Name: __________________________________________ Date of Review:_________________
Rating Scale 5 – Outstanding – Performance is clearlyand
consistentlysuperior to the standards requiredfor
the position
4 – Exceeds Expectations – Exceeds most
requirements of the position, including all key
areas
3 – Achieves Expectations – Demonstrates a level
of accomplishment that clearlyfulfils expectation
and at timesexceedthem.
2 – Minimally Meets Expectations – Demonstrates
a level of accomplishment that is belowstandards
or marginallymeets the requirements
1 – Unsatisfactory Expectations – Generallyfailsto
meet the definedexpectations or requires
frequent, close supervision or redoing of work
For each task listed, rate your degree of competency based on how well you perform these tasks. Share your
results with your immediate supervisor or a peer and seek their opinion to help you plan on improvements. Once
finish please sign the bottom of the Supervisor Sign-off and Request for Performance Evaluation Form.
Presents andmaintains a positive attitude Identifiestableware
Behaves professionally, e.g. maintains appearance, is Identifiesbar tools and equipment
ethical
Responds to difficult situations Performs ongoingandclosing dutiesand
inventorycontrol
Communicateseffectively Handlesorders includingserving tables,
handling tableware and
carrying trays
Has basic knowledge of soups andsauces Receives guest payments anddisplays
gratuityetiquette
Has basic knowledge of food preparation Demonstratesresponsible alcohol service
Has knowledge of beer storage, styles, and alcohol Observes foodandbeverage sanitation
content categories policies and safety
policies
Has knowledge of spirits, aperitifs, liqueurs and Adheres to Workplace Hazardous Materials
beverage InformationSystem
garnishes
Has knowledge of wine andsparkling wine including Observes safe practices regarding workplace
types, sweetness, countries of production, label traffic, lifting

Candidate Signoff
I attest that all the above information is true and is an accurate reflection of
my level of competency
Food and Beverage Attendant (FBA) 3.0 – Candidate Sign-off, October 2014
Candidate’s Name and Signature Date

Reference
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D. APPENDIX
Interview Questions
1) What is the current performance appraisal method used in Pinnacle
People?
2) Can you provide a step-by-step explanation of the ongoing performance
evaluation?
3) Do you think that the ongoing performance appraisal is relevant and
quantifiable?
4) Who conducts the performance appraisal and how often?
5) Are you satisfied by the current performance appraisal? Do you receive
regular and satisfactory feedback from your manager?
6) Do you have any comments as to how the current performance evaluation
be updated?

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