COACHING

&
EVALUATING PERFORMANCE

KS402DV02/KS402DE02 –
Managerial skills and leadership in
hospitality
 Objectives
1. Define coaching
2. Get to know the purpose of coaching
3. Develop the coaching skills
4. Define performance standard
5. Develop performance standard

2 03/22/2021 Sống tử tế, học đàng hoàng, kết nối năm châu
 ADAPTING TO THE NEW WORKPLACE

MANAGER MANAGER

MANAGER TEAM MEMBER

TEAM MEMBER TEAM MEMBER

PRESENT
PAST FUTURE

MORE CONTROL MORE

COLLABORATION

MORE DIRECTING
MORE COACHING

Source: BPI group. Leadercoachhttp://insights.bpi-group.us

VS.
 WHAT IS COACHING?

MOTIVATIONAL AND EMPLOYEES’

EMOTIONAL & NEEDS
FEEDBACKS
Coaching (Huấn luyện) at work –

• is the process of giving motivational or

developmental feedback to maintain and improve
performance
• A highly effective way of motivating the employees
by focusing on their needs

COACHING successfully
The overall purpose of coaching is
• to evaluate work performance
• to encourage optimum work performance
either by:
• reinforcing good performance
• redirecting poor performance

Purposes of COACHING
Coaching is a two-part process involving

• observation of employee performance and

• conversation focusing on job performance
between the manager and the employee.

Coaching can take place

• informally at the employee’s workstation or

• formally by having coaching sessions in an office.

Day-to-day COACHING
 The fundamental skills of
coaching

• Building trust
• Listening
• Questioning

Developing your coaching skills

Encourage people to talk
• Put people at their ease
• Allow them to speak without interruption as
far as possible to keep the conversation on
track

Developing your coaching skills

Ask Questions
• Ask questions to help maintain their focus and
show you are listening
• Encourage them to see issues from a wider
perspective

By asking a challenging question,

• you may help your employees to see the issue
from a different perspective.

Developing your coaching skills

Support

• Support them as they try implementing their

solutions
• Assist your employees throughout the duration of
the task and keep giving them feedback

Being a good Coach

Give appropriate feedback

• Feedback is an important part of the coaching

process.
• If the individual has no control over something
then there is little point in giving them feedback on
it

Developing your coaching skills

 Common Opportunities for
Coaching
PERFORMANCE SPOT DEVELOPMENT CAREER
COACHING COACHING COACHING COACHING

Source: BPI group. Leadercoachhttp://insights.bpi-group.us

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18 03/22/2021 Sống tử tế, học đàng hoàng, kết nối năm châu
 Little Coaching Exercises

• Situation 1: The manager just saw an

employee, who knows how it should be
done, incorrectly pick up a fairly heavy
box.
 Little Coaching Exercises

• Situation 2: A worker is completing a

task by following an inefficient, step-
by-step procedure.
 Little Coaching Exercises

• Situation 3: The employee is working

on a few reports, and one is due in two
days. The manager believes the
employee may not meet the deadline.
• Situation 1:
Criticism—You just picked up the box wrong.
Don’t let me catch you again.

Coaching feedback—Don’t you want to injure

your back? Not, right? So what should you do
now?
[use your legs—not your back]
• Situation 2:
Criticism—You’re not doing that the best
way. Do X, Y, then Z from now on.

Coaching feedback—Have you given any

thought to changing the sequence of steps for
completing that task?
• Situation 3:
Criticism—Are you going to meet the
deadline for the report?

Coaching feedback—How are you

progressing on the cost-cutting report that’s
due this Thursday?
PERFORMANCE
STANDARD
 WHAT IS PERFORMANCE
STANDARD?

Performance standards provide the employee

with specific performance expectations for
each major duty.
 PERFORMANCE STANDARDS

Performance standards have three main purposes:

1. two-way feedback – performance measures

mutually set between employee and employer

2. development – identify areas in which employees

have deficiencies or weaknesses

3. documentation - to meet legal requirements

 EVALUATING PERFORMANCE

HIRING AND
SELECTING

PERFORMANCE
STANDARDS
EVALUATION

PERIODICALLY
 PERFORMANCE STANDARDS

Success in foodservice and lodging operations

• depends on the individual performance of
many people.

To get the results you are responsible for,

• all your associates must be performing up to

standard—to the standard you have set and
trained them for.
 PERFORMANCE STANDARDS
Each performance standard consists three things:

•What the employee is to do

•How it is to be done
•To what extent it is to be done (how much, how
well, how soon)
GOAL VS. PERFORMANCE STANDARDS

• If “Goal describes your destination” (what, when,

who, which)
• “Performance standard will describe how you’ll
know you have arrived.” (how) (*)
 The three levels of PERFORMANCE

• An optimistic level – too ideal – only excellent

individual can achieve
• A realistic level – a steady group of members could
achieve
• A minimum level – if some one does anything less,
he/she might get fired.

Developing A PERFORMANCE STANDARD SYSTEM

(guaranteed overtime pay)
 Be sure to be completely
The first step: to familiar with each
observe employees performance standards
doing their jobs
& job duties

Example of a performance standard

Supervisors with good human relations skills,

• let people know in a positive, upbeat fashion

Informal evaluation
Good supervisors

• observing, coaching, evaluating people everyday:

• "Hey, that’s a great job!"
• "Here, let me show you how to do that."
• "Look, there’s a quicker way."

Informal evaluation

Supervisors who are not long on
human relations skills
They may be out there every day, too,
watching, checking up, looking for
mistakes, and getting after people
when they are doing something wrong.
They take a totally negative approach,
and their people receive continuous
negative evaluations or none at all.
This makes people uneasy.
We need a systematic approach to
evaluation
that will let people know how well
they are doing and help them to
improve.
We cannot get along without the day-
by-day approach, but we need to stop
and assess performance over a period
of time.
This provides a chance to recognize
achievement, point out paths to
improvement, and formalize it all for
the record.
 Review questions
1. What is coaching?
2. What are the purposes of coaching?
3. How to develop the coaching skills?
4. What is performance standard?
5. How to develop performance standard?

45 03/22/2021 Sống tử tế, học đàng hoàng, kết nối năm châu
•Read chapter 3 – PLANNING AND ORGANIZING / 59
Textbook “Supervision in the Hospitality Industry - Leading
Human Resources”.
 References

• Woods R.H. and King J.Z. (2010), Leadership and Management in the
Hospitality industry (3rd ed.), American Hotel and Lodging Association.
• Lussier R.N. and Achua C.F. (2010). Leadership: Theory, Application
and Skill Development (4th ed.), Thompson Corporation.
• Miller, J.E., Walker, J.R. & Drummond, K.E. (2010). Supervision in the
hospitality – Applied Human Resources. (6th ed.). John Wiley & Sons