Performance management skills for small and medium-sized catering enterprises
Performance management is an important operational supervision tool for enterprises. Below are the performance management skills for small and medium-sized catering enterprises that I have compiled. I hope it will be helpful to everyone!
Job responsibilities must be "clear"
If small and medium-sized catering companies that have developed to a certain stage want to introduce performance appraisal, they must clearly sort out job responsibilities and organizational structure, while clarifying the responsibilities of each department. It's not that small catering companies don't need organizational structure and job responsibilities. When the boss feels that employees are increasingly arguing with each other, efficiency is reduced, and one person can't manage it, a relatively clear organizational structure and job responsibilities are needed. Make it clear what everyone should do, that is, design clear job responsibilities. This is the premise and basis for designing performance appraisal indicators.
Assessment indicators must be "precise"
The setting of assessment indicators comes from the job responsibilities of the position on the one hand, and the overall work tasks of the hotel on the other. For catering companies, assessment indicators should closely focus on job responsibilities, and try to manage quantifiable work with quantitative indicators. For some relatively "virtual" indicators, such as the level of awareness of corporate culture, try not to include them in the assessment system. . Performance appraisal cannot pursue "comprehensive".
The assessor's assessment must be "accurate"
"Accurate" means that the assessment information collected must be accurate, and the information on assessment indicators should be accurately collected within half an hour. Accuracy is the key to effective assessment. Of course, the first hearing, second seeing and third feeling of managers are also very important. After all, assessment and understanding at work are the most authentic and appropriate.
The assessment results must be used “quickly”
Once the assessment results are determined, the assessment results will be reflected in the employee’s variable salary for the month, and at the same time, the superior will ask the subordinates to interview the assessor. Realize the concern for the assessment results. The summary of assessment results for half a year and one year can be linked to employee training, promotion, and year-end bonuses to maximize the motivation of employees to create better work performance.
The process of the appraisal process should be supervised and guided
Performance appraisal sometimes becomes a tool for some managers to send "favors". To quote a famous saying: "Anything without supervision will lead to failure." Corruption". Especially in the early stages of assessment implementation, the human resources department must play a role in guiding, supporting, and supervising the assessment of functional departments. In each key link of performance appraisal, the human resources department should play a guiding role in setting appraisal methods and indicators, review the appraisal information, and supervise the appraisal results. Only in this way can the assessment form a virtuous cycle, helping employees discover deficiencies, put forward suggestions for improvement, and improve work performance.
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