THE IMAGE OF HOTEL SUPERVISORS - THERE'S A PLACE FOR YOU

The year began with a teaser; refer posting of 11th January.

A 'Welcome' page drew readers' attention to the objectives of the blog; that, part of the year would be dedicated to supervisory practices and to hospitality education, training and development in Ghana.
Then there was 'Hard Talk', which identified who we(supervisors) are, how we get our positions as 'Supervisors', and what we are expected to be doing. There was a description of the public image of us; the portrait was rather uncomplimentary.

Acknowledging that there is a lot wrong in our system, some of us know we should be able to make a significantly positive impact on the hotels we are operating from and the hotel industry in Ghana, by developing a 'take charge image'. It requires that we position ourselves more effectively. We will find ourselves gaining much better control of how we must be seen and regarded by others.

We established a common understanding of what is expected of us as Supervisors, and using that as a 'mirror', we participated in a 'Self appraisal' (2b).

It's not too late to participate if you have not carried out the exercise. You may take the 'Self Appraisal' now.

Please note: Knowing ABOUT the roles you are expected to play as a Supervisor and having an in-depth understanding to FUNCTION are TWO DIFFERENT things.

This  article addresses issues arising from the 'Self Appraisal', particularly for those who participated in it.

You are among one of the following six categories of readers:

1. A First-timer or a reader who is yet to participate in the exercises; particularly 2b, the 'Self Appraisal'.  
2. Upon participating and rating yourself, you find yourself in one of the following performance ratings:

• Unacceptable
• Below Standard
• Expected Standard
• Above Standard
•  Outstanding

You are encouraged to share your unique work environment and its challenges on https://www.linkedin.com/feed/.  Search; Egi Gaisie or ae47ae@gmail.com
For those who may want a second opinion on the outcome, you may ask someone who knows you well on the job, and who will be truthful to you, to carry out the same assessment on you. Compare your results.

DID YOU UNDERESTIMATE YOURSELF?

Many people constantly underestimate themselves.It comes from low esteem, low confidence and low assurance. This prevents them from progressing in life.

You are destroying yourself. Rise up and make yourself count in those areas which have been identified to be your strengths first then follow the coming up articles to help you in the areas you are weak at. Note: As long as you are afraid of failure you can never win.

Develop the 'CAN DO' mentality, embrace failures and criticisms as stepping stones towards learning. Find a support system; people who will lift you up or encourage yourself through the challenges.This platform could be one.

You have a hidden talent.  You are capable of achieving anything you are passionate about!

DID YOU OVERESTIMATE YOURSELF?

In other words, you think you are able to do more than you can or better than you can. That's what 'overestimating yourself' means. What if I told you, 'You have been your worst enemy', that 'you are deceiving yourself '(a bitter pill to take).

Be true to yourself. Stop being defensive, be realistic and be willing and ready to learn and grow up.

THE WAY FORWARD
 
Once we know where we are at, individually, each person will 'take the bull by the horn', begin working towards becoming an EFFECTIVE HOTEL SUPERVISOR with subsequent articles.

DON'T MISS OUT! 

There is a place for you.

WARMING UP

THE ABOVE IS A TEASER

All the discussions I intend to have on this platform will be influenced by:

• My professional knowledge of the hospitality industry (I have decided to focus on hotels).
• My  vast hands-on experience from operational to managerial and consultancy levels.
• My interactions with several hotel personnel at all levels and with some stakeholders in the industry.
• My continuous interest in the industry and the reading of current materials about the industry.
• Formal and informal surveys and researches carried out in the industry, relevant to the issues presented
• Feedback I receive from you, my readers. 

In building momentum to my writings I find it necessary to remind ourselves of my goals on this platform:

• Share my observations of the hotel industry in Ghana from the point of view of the employee/personnel towards kindling the conscience of whom the cup fits.

• Generate relevant discussions towards motivating members in the hospitality fraternity to identify opportunities for development and growth.

My approach has been offering alerts, critiques, suggestions and/or directly challenging whoever the article targets. As indicated on my welcome page, 2018, the agenda for at least half the year will focus on supervisory practices in the hotel industry in Ghana and hospitality education, training and development.

Why Supervisors?

Last year I focused on operational personnel in different hotel departments.My interview with the HR at the close of the year hinted at challenges in the area of supervision. Personally, I have encountered quite a number of hotel supervisors juggling unsuccessfully with their responsibilities(some of which are undefined).

Hotel Supervisors face unique challenges irrespective of the star rating of the hotel. In Ghana, the lower the star rating of the hotel the more complex and demanding I think their jobs seem. I empathize with them and intend to discuss the issues on supervisory practices in hotels in Ghana dispassionately.

Why Hospitality education, training and development?

This is an area we as a country seem to be 'dancing' around or in a roller coaster status!

Many institutions (both public and private) which have ventured into this area are making many and diverse efforts to enhance their 'output' to impart on the industry. Somehow the gap between industry and education is growing wider and wider particularly with technology 'seeping into' operations.

In these articles , I will put on my Hospitality Educator shoes.

Welcome to GH Hospitality.

 

CHOICES, CHANCES, CHANGES; A MOTIVATION

I am breaking my silence to slot in this motivational quote. I have observed that a lot more readers have carried out the "Personal Inventory Checklist" (Part 2a) than the 'Self Appraisal' (Part 2b) so this is a motivational quote to encourage as many of you to participate in the Self Appraisal. Thank you

PERFORMANCE DEFINITIONS & RATING

TOTAL SCORE DIVIDED BY 15	DESCRIPTION OF PERFORMANCE	OVERALL PERFORMANCE
5	You have achieved an exceptionally high standard of performance in significant areas of responsibility. Performance is consistently excellent.	Outstanding
4	The standard of performance has been consistently above aggregate.  In several areas, responsibilities are discharged so as to merit favorable comment rather than mere satisfaction.	Above Standard
3	You have performed well by and large .	Expected Standard
2	Not up to the minimum requirements of the position.	Below Standard
0-1	Not up to the minimum requirements of the position	Unacceptable

THE IMAGE OF HOTEL SUPERVISORS: A SELF APPRAISAL PART 2b

1. TECHNICAL COMPETENCIES

Performance definition	Not able to carry out the basic components of subordinates’ jobs	Able to carry out only the basic components of subordinates’ jobs but not guided by well defined standards	Able to carry out only the basic components of subordinates’ jobs. Guided by established standards	Able to carry out most tasks assigned to subordinates. Able to identify shortfalls and  to help correct them	Demonstrates thorough knowledge of skills. Trains subordinates and directs them as and when required	Exhibits exceptional mastery of all phases of the job. Have current knowledge of area of specialization
Score	0	1	2	3	4	5

2. HUMAN RELATION SKILLS

a. Communication

Performance definition	Talks too much or too little. Generally misunderstood by subordinates, colleagues and guests. However have good rapport with Owner/Manager.	Interacts well with subordinates but not with others(i.e my colleagues, management, guests or Owner/ Manager)	Able  to convey/ share ideas and opinions  but withdraws when opposed by top management	A good listener, respectful, good spoken and written English but shy and lack confidence	Open minded, empathetic, confident and have the ability to negotiate effectively; relates with all	A good listener, concise in expressing self; open  minded, confident, pays attention to peoples nonverbal signals and relates well with all
Score	0	1	2	3	4	5

b. Leadership

Performance definition	Have a strong desire to succeed but feels limited by educational, and professional requirements for the job	Empathetic and have the ability to perform all areas of the job but lacks good judgment and drive	Demonstrates self confidence but lacks requisite educational background /experience to drive the team	Demonstrates effective control of team members; exhibits adequate commitment and contributes to team efforts.	Helps subordinates feel fulfilled and passionate about their work so that they will be productive; a role model	Inspires subordinates and colleagues; improves subordinates and self; promotes  transparency and provides clarity about the hotel's goals and future
Score	0	1	2	3	4	5

c. Team work and cooperation

Performance definition	Have no knowledge of hotel’s values and interests	Have low commitment to hotel’s interests	Demonstrates general concerns for hotel’s values and interests.	Involved with and loyal to hotel’s values and interests. Have a high sense of belonging to the hotel.	Demonstrates positive participation, engagement  and integration of team towards achieving goals	Exhibits exceptional mastery,  highly productive and demonstrates a hyper working attitude with colleagues and peers
Score	0	1	2	3	4	5

d. Maintaining discipline.

Performance definition	Displays lack of work ethics and talks loosely	Consistent in being punctual but noted for unscheduled absences	Punctual, hard working but not willing to accept the consequences of poor performance of department	Meets and maintains expected standards of discipline and punctuality.	Demonstrates a high sense of organizational discipline and  maintains it among subordinates	Consistent in maintaining high standard of organizational discipline and sets personal example
Score	0	1	2	3	4	5

e. Development of Subordinates

Performance definition	Shows little or no interest in the development of subordinates	Delegates work and relies on other subordinates  to train	Shows concern for development for subordinates; but limited in ability to train.	Demonstrates ability to explain and guide subordinates in their work assignments	Takes positive steps towards subordinates development, like training and job enrichment /enlargement	Gives very high priority to development of subordinates and initiates training
Score	0	1	2	3	4	5

3. CONCEPTUAL SKILLS

  a. Planning of work

Performance definition	Demonstrates indifference to planning and does not meet deadlines.	Schedules non -challenging of assignments in order to meet deadlines	Involves subordinates in planning but fails to motivate them to meet deadlines	Sets well defined targets and usually meets routine schedules	Effective in meeting tough deadlines most of the time	Highly effective in setting goals and their prioritization. Anticipates problems and takes corrective action.
Score	0	1	2	3	4	5

b. Decision making

Performance definition	Inconsistent and often biased  with little thought to management policies	Takes hasty decisions under pressure without consideration to risks	Over-confident and takes hasty decisions	Demonstrates consistency makes decisions as quickly as possible	Confident without being hasty and thorough without getting stuck in the details.	Demonstrates objectivity; is practical, decisive and mindful of promoting hotel’s goals .
Score	0	1	2	3	4	5

c. Approach to problem solving

Performance definition	Complains and compounds the problem	Is upset when problems come, plays the blame game	Identifies the problems but fails to solve them	Demonstrates the ability to identify approved and alternative ways to solve problems	Is flexible in approach and successful in finding solutions to many unusual problems	Is extremely resourceful and has practical and innovative skills to solve problems.
Score	0	1	2	3	4	5

d. Ability to achieve results

Performance definition	Underutilizes available resources and underperforms	Uses available resources but underperforms	Achieves below expected results despite good organization	Achieves  results expected through good organization and follow-ups.	Achieves superior results and is able to withstand work pressures	Highly effective in organizing resources and getting extra ordinary results.
Score	0	1	2	3	4	5

4. IDENTIFICATION WITH THE ORGANIZATION

Performance definition	Not committed  to hotel’s interests	Demonstrates limited concern for hotel's and more keen on serving the interests of guests/customers	Unable to translate  values and interests into hotel operational processes	demonstrates  adequate concern for hotel’s values and interests and incorporates it into operational processes	Demonstrates loyalty to hotel’s values and interests. Portrays a high sense of belonging.	Thoroughly identifies with hotel’s values and interests and  transmits them to peers and subordinates
Score	0	1	2	3	4	5

5. DIRECT RESPONSIBILITIES TO:

a. Bosses

Performance definition	Gives excuses for not being able to maintain performance standards; not maintaining appropriate records and wasteful in utilization of resources	Inconsistent in maintaining performance standards; maintains appropriate records and usually exceeds budget limitations	Inconsistent in maintaining performance standards but maintains records.  Works within budget limitations	Meets performance standards, maintains and analysis records and operates within budget limitations	Enhances standard performance standards and achieves them. Maintains up to date and accurate records, analytical and works within budget limitations	Exceptional mastery in developing,  and achieving quality standards; maintains up to date and accurate records; analytical and makes savings on operational costs
Score	0	1	2	3	4	5

b. Subordinates

Performance definition	Overlooks safety procedures and overly friendly with employees	Provides a safe work environment, but often plays favoritism between employees	Provides a safe work environment, but bias when representing employees to top management	Provides a safe work environment, consistent and fair  to them , motivates them but not able to effectively defend their course to top management	Provides a safe work environment, treats them with respect , motivates them to move ahead and fair in handling subordinates	Provides a safe work environment, treats them with respect, adequately represents them to top managers.   Consistent and fair in handling  subordinates
Score	0	1	2	3	4	5

c. Guests

Performance definition	Feels intimidated by guests	Fails to keep a professional distance from guests	Makes guests feel wanted and welcome but not able to follow through to identify guest expectations	Has a balance view of working from guests’ perspectives resolves problems quickly and to the guests' satisfaction	Maintains a professional relationship at all times, and helps. Effectively handles one-on-one interactions with guests/ customers	Provides exceptional experience ; approaches guests to ensure they are enjoying their stay and ensures complaints or requests are satisfactorily dealt with
Score	0	1	2	3	4	5

d. Other Professionals

Performance definition	Looking for opportunity to change jobs/ profession	Interested, but too busy to engage in any professional activity to enhance knowledge	Reads management materials to broaden scope of knowledge	Active in a related professional association	Involved in continuous professional development	Serves as a mentor or coaches others
Score	0	1	2	3	4	5