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Professional Development Programs
7
OH 7-1
7-1
Hospitality Human Resources Management
and Supervision
Learning Objectives
After completing this chapter, you should be able to:
Explain the importance of professional
development.
Describe basic professional development
strategies.
Identify procedures for professional development
planning meetings.
Provide information about professional
development programs for managers.
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Learning Objectives
After completing this chapter, you should be able to:
Explain three commonly used professional
development methods.
Identify other professional development methods.
Describe basic procedures for developing
succession plans.
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Develop Employees
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Overview of Professional Development
Professional Development refers to experience,
training and education provided to help
employees do their current jobs better and
prepare them for other positions.
The term refers both to actions taken for a single
employee and actions the operation takes to
improve employees in general.
A professional development program can
involve formal training activities or informal
activities such as coaching.
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Overview of Professional Development
continued
Employees require all skills needed for the job
A skill gap is the difference between the skills an
employee presently has and the skills that are
needed.
There are several ways that managers can learn
about skill gaps
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Personal observation.
Reports by supervisors.
Reports or complaints by other workers, customers, or
vendors.
Routine performance evaluations.
Overview of Professional Development
continued
Advanced skills can increase productivity.
Employees need different knowledge and skills.
Changes in equipment or procedures may be made.
New governmental regulations may be mandated.
Employees desire different jobs.
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Responsibility for Professional Development
The operation is responsible for providing
professional development methods and
opportunities, including paying for the costs. In
return, an employee will be better able to help the
establishment succeed.
The immediate manager is responsible for
assessing development needs, recommending and
assisting in the development of goals and methods,
and assessing progress.
The employee carries most of the responsibility for
his or her development and achieving the agreed-on
goals.
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Professional Development Strategies
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STEP 1: Establish Goals While Considering
the Budget
Goals should focus on the operation’s needs
first and then the employee’s goals.
Managers should be aware of the amount
budgeted for professional development and then
consider priorities when developing plans for
specific employees.
Goals should be measurable and written plan
established, which should be signed by the
manager and the employee after agreement.
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STEP 2: Select Development Methods
After goals are agreed and budgets approved,
methods to acquire the necessary knowledge
and skills must be identified.
Consider opportunities within the organization:
cross-training or on-the-job training, OJT.
Educational opportunities that relate to the goals
of the program might be sourced outside the
establishment.
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Select Development Methods
continued
Examples of educational opportunities:
Local trade schools or four year degree programs
Trade or professional association resources
Books, videos or computer based training
Classes and materials available on the Internet
Special questions should be addressed
How will different activities in the plan be prioritized?
How much time will each activity take
What does the operation expect as a result of
successful completion of the activity
How will the plan be evaluated?.
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Select Development Methods
continued
• A sample worksheet
that a manager can use
to assist an employee in
attaining knowledge and
skills for another
position.
• A series of these
development plans can
be used over time to
address transfers or
advancements.
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STEPS 3-5: Approve, Implement, Monitor
Progress and Evaluate Plan
Throughout the program, the manager and
employee should meet to discuss progress and
ways to overcome obstacles.
The manager should:
Observe the employee’s new and exiting behaviors
Provide feedback
Discuss progress being made to achieve goals
Evaluation is easier if the goals are measurable.
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STEPS 6-7: Celebrate and Maintain Success
Evaluate and celebrate success along the way
If additional resources and training are needed; the
dollars and time invested will need to be evaluated
and determined if sufficient budget and time are
available.
The employee may be asked to provide a written or
oral summary of the learning experience.
Successful completion of agreed-on activities
should be followed by recognition of success.
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Employee Development Planning Meeting
What—meeting to plan employee development
goals and how they will be achieved
When—in conjunction with, but separate from,
an employee’s performance review
How—a planned series of steps
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Preparing and Starting Employee
Development Planning Meetings
Meet in a quiet and private place.
Have a clear agenda, collect data about the
employee’s developmental needs, and use an
outline.
State that you want to help the employee to
improve.
Consider a time frame for development.
Listen to the employee’s needs and concerns.
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An Employee Development
Planning Meeting
Being prepared for
and sincerely
interested in helping
the employee to
improve will help to
assure a successful
meeting.
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Discussion Topics in
Goal-Setting Session
Current work assignments and required
knowledge and skills
Current skills and knowledge of the employee
Corrective actions, if any, that are needed
Employee’s career plans, and the skills and
knowledge required to meet his/her goals
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Types of Developmental Goals
To attain a skill or knowledge
To improve a skill or attitude
Skills – Intellectual or physical actions that help
accomplish a goal.
Knowledge – Information stored in a person’s mind,
such as facts, concepts, rules and procedures
Attitudes – Feelings about facts or situations that
influence behaviors, such as liking to help people or
disliking being interrupted
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Types of Developmental Goals
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continued
Setting Employee Development Goals
Each employee’s goals will likely be unique, but
they should support the operation’s overall
goals.
Managers can help staff establish personal and
professional goals and to align them correctly.
Goals can be agreed upon formally (in writing)
or informally (verbal statement/agreement)
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Determining Opportunities for Development
Within the operation, including general and
cross-training
Opportunities within the community
Formal education programs
Trade/professional association resources
Community library materials
Internet resources
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Establishing and Implementing
the Development Plan
The supervisor-employer agreement must
address
The plan’s time frame and goals
Method(s) for development
How the method(s) will be monitored and measured
The supervisor and employee should meet as
agreed to discuss progress and provide
feedback.
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How Would You Answer
the Following Questions?
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1.
Who is the person most responsible for an
employee’s development.
2.
A _______ represents the difference between
the skills an employee has, and the skills that
are needed.
3.
A manager (should/should not) ask staff to
clarify personal development goals.
Continuous Improvement
Continuous improvement through professional
development is essential for success in
restaurant and foodservice management.
Certification is one way to do this.
Certification requires an individual to
demonstrate a high level of skill and to meet
specific performance requirements by
participating in a rigorous process.
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Continuous Improvement
continued
Examples of Sources of Certification:
National Restaurant Association
Foodservice Management Professional (FMP)
ServSafe food protection manager certificate
ServSafe Alcohol certificate
ManageFirst Professional (MFP) credential
The State and local restaurant Associations
International Food Service Executives Association
(IFSEA)
Women’s Foodservice Forum (WFF)
American Culinary Federation (ACF)
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Continuous Improvement
continued
Networking is a process in which persons build
relationships to:
Help with their career advancement,
Keep updated in the industry and
Seek advise about common operating challenges
How?
Attend meeting, seminars and conventions
Participate in community events
Participate in local job fairs
Join the local Chamber of Commerce
Volunteer as a community mentor
Active member in professional organizations
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Employee Development Method—
Cross-Training
Cross training allows manager or their employees
to learn a job related to their own, often by
working closely with an employee
currently doing the job.
Step 1 – Prepare a list of important skills in each job.
Step 2 – Identify the employees to be cross-trained.
Step 3 – Implement cross-training opportunities.
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Delegation
Delegation is a process of working with and
through others to complete a task or project.
Allows employees to attain work tasks and
responsibilities that are not a normal part of their
position.
Tasks appropriate for delegation: fact finding
tasks, detail work, repetitive tasks, “standing in”
tasks.
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Delegation
continued
Several steps should be used if the delegation
process is to be effective:.
1.
2.
3.
4.
5.
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Preparation: Manager and employee work together to
select the task to be delegated, which the manager
clearly defines
Planning: Manager should meet with the employee to
describe the assignment in details and discuss all the
facts and required results.
Execution: The manager turns over the project or task to
the employee.
Assessment: A meeting to discuss the results, process
and lessons learned
Appreciation: Acknowledge the employee to recognize
their effort and contribution.
Mentoring
Mentoring is a process which an experienced
employee provides advice to less experienced
employees about concerns relating to the job,
establishment, and profession.
Mentors can be provided as a part of orientation.
Long term mentoring relationships can provide
input and continuity for an employee’s
professional development.
Mentors serve in many roles as they interact
with the employees assigned to them.
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Mentoring
continued
Effective mentors have significant experience in
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the operation/industry.
They are in higher level positions than the
employee being mentored
They enjoy a favorable reputation in the
organization.
They are accessible.
They have time and interest in helping the
person being mentored.
Mentoring
continued
Mentors are good communicators with effective
interpersonal and listening skills.
They are good motivators and learn and listen to
determine and understand the goals of the
person being mentored.
They respect confidentiality and provide honest
feedback.
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Mentoring
continued
Those participating in long-term mentoring
relationships for professional development
purposes often go through several stages.
The stages are defined in the text book on page
225.
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Employee Development Programs
Can Be Ineffective
Managers must confront the challenge of determining
whether retraining will successfully address a specific
problem.
Seldom does a single event or developmental program
move an employee all the way to the final goal. More
typically, several feedback and planning sessions must
be conducted during multiple improvement periods.
It is difficult to modify attitudes.
Training may not overcome physical capabilities and
aptitudes.
Some people cannot learn certain things.
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Developing Succession Plans
Succession planning is the process used by
many organizations to ensure that employees
will be recruited for and prepared to fill key
position when they become vacant.
These are sometimes geared towards those
individuals recruited for “fast-track” positions.
Several steps should be used to develop
succession plans:
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Developing Succession Plans
continued
Step 1: Review job descriptions to determine which
position to include in the plan
Step 2: Write the succession plan
Step 3: Develop a training program and select or
recruit employees for each position in the
succession plan.
Step 4: Train the employees, evaluate trainees, and
revise training activities as necessary.
Step 5: Evaluate the plan periodically to ensure it is
still useful.
Details on each of these steps can be found on pages
229 and 230 of the text book.
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Next Week
Article review on any topic covered today
Position Checklist – create a checklist for your chosen
position: sanitation, opening, or closing (one checklist). In a
short paragraph indicate how often the checklist is to be
completed and who is responsible to verify/review employee
completion and what actions should be taken if incomplete.
Or Standard Operating Procedure (SOP) – write a Standard
Operating Procedure for a task your chosen position would
perform. The SOP should include: 1) Task, 2) Detailed steps
to achieve task, 3) Specific order of steps, 4) Level of quality
expected, i.e. speed of service, food safety or hospitality that
employees are expected to demonstrate.
Read Chapters 8 & 9
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Key Terms:
Certification The process through which an organization
grants recognition to an individual who meets certain
established criteria.
Cross-training Training in which an employee learns how to
do work normally done by someone in a different position.
Delegation A process of working with and through others to
complete a task or project; it shares authority and entrusts
employees to accomplish the tasks assigned to them.
Developmental goal A description of the knowledge and
skills that need to be gained or improved on to eliminate or
reduce an employee’s knowledge and skills gap.
Knowledge or skill gap A difference between the
knowledge or skills a manager or employee already has and
those that are needed to do the job.
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Key Terms:
continued
Mentoring A process in which an experienced employee
provides advice to less-experienced employees about
concerns relating to the job, establishment, and profession.
On-the-job training (OJT) A one-on-one approach to
training conducted at the work site.
Professional development Any experience, training, and
education provided to help employees do their current jobs
better and prepare them for other positions.
Succession planning A process used by many organizations
to ensure that employees will be recruited for and prepared to
fill key positions when they become vacant.
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