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

THE IMAGE OF HOTEL SUPERVISORS: A BRIEFING ON THE SELF APPRAISAL

 “Workers don’t work and Supervisors don’t supervise.” 

I have heard the above statement made about personnel in the hotel industry a number of times. What did you think of it?

In discussing personnel issues among hotel owners/ managers, ‘performance’ seems to be a concern, yet the right atmosphere is hardly created. The personnel in place are rarely the right personnel (because it is claimed the ones cannot be found) and the jobs have not been correctly designed. 

You see, we exert much energy (as though working on a treadmill) but the result leaves a lot to be desired.

Effective supervision should be able to make the difference. There is quite a lot wrong in the system but with an effective supervision the wrong can be made right! (it may take time, though).

In an earlier article which featured a human resource manager/consultant, he made this remark:

‘Most applicants come into the hotel industry very naïve about the workings of the industry... One of the major contributory factors to high turnovers is the abject lack of the workings of the hotel industry,…Likening hotel jobs to basic household jobs done in the homes.'

Below is the 'long awaited'  self appraisal form to guide us in assessing ourselves. There is no time limitation set. Just thoughtfully and honestly complete it. 

Instructions

1. Read carefully.
2. Prerequisites: You are a Supervisor working in a hotel. You have a job description. You have read articles on the blog since the beginning of the year. (You will appreciate this whole exercise better) .
3. This assessment covers FIVE main categories however a total of FIFTEEN areas(represented by fifteen boxes) will be covered. 
4. You may first read all the text to have a sense of what is involved or start right away after these instructions. 
5. Complete a 'box' at a time; read and highlight the most appropriate performance description column which best describes you. This comes with a corresponding score. (see 'sample' below)
6.  Repeat instruction #5 until you complete all the fifteen 'boxes.'
7. Add up the scores (e.g.3+2+1+2+2+3+3+1+2+2+2+3+3+2+1)=32
8. Divide the total by 15(e.g 32/15= 2.13) Correct to the nearest whole number=2
9. The answer is your overall performance (from above calculation 2)
10. Refer to 'Performance Definitions Rating' (posted separately) to interpret your overall score

Sample

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; Understands the standards required	Able to carry out most tasks assigned to subordinates and able to identify shortfalls  and help out	Thorough knowledge and demonstration of skills. Trains subordinates, directing them as and when required.	Exceptional mastery of all phases of the work. Has up to date knowledge of field
Score	0	1	2	3	4	5

Let's take the 'bull by the horn' to work on ourselves. The industry needs us!