Saturday, 20 January 2018

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








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