PLAN AND ESTABLISH SYSTEMS AND PROCEDURES

D1.HGE.CL7.07D1.HGA.CL6.01D2.TGA.CL6.08

Slide 1

Subject elements

This unit comprises three Elements:

Plan and develop systems and procedures

Establish systems and procedures

Review systems and procedures

Slide 2

Assessment

Assessment for this unit may include:

Oral questions

Written questions

Work projects

Workplace observation of practical skills

Practical exercises

Formal report from supervisor

Slide 3

Element 1:Plan and develop systems and procedures

Slide 4

Plan and develop systems and procedures

Performance Criteria for this Element are:

Identify the need for enterprise systems and procedures, and clarify enterprise requirements by monitoring the workplace and consulting with colleagues and customers on an ongoing basis

Identify problem areas and take prompt action to identify possible responses

Develop or revise systems and procedures using appropriate consultative processes

Slide 5

Plan and develop systems and procedures

Performance Criteria for this Element are:

Consider immediate operational needs and enterprise goals, and capabilities and resources, when developing or revising systems and procedures

Identify any relevant legal and ethical constraints

Slide 6

Systems and procedures

Importance of systems and procedures

Every organisation needs some format of structure in which its operations are dictated and guided by.

This structure will come in the form of systems and procedures

Slide 7

Systems and procedures

Importance of systems and procedures

What is a system?

What is a procedure?

What are examples of each?

Why is it important to have them?

Slide 8

Systems

Definition of systems

A system is an arrangement or combination of interrelated and interdependent things or parts that form a whole

Slide 9

Systems

Types of systems

Kitchen systems

Housekeeping systems

Office administration systems

Catering systems

Slide 10

Systems

Systems theory

The workplace has parts that interrelate, are dependent on each other and also relate to the outside environment.

These parts are:

Inputs: people, equipment, capital, materials, technology, information

Processes: value-adding activities, workflow, layout operations, sub-systems, work methods and procedures

Outputs: finished goods, final services, information, results

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Procedures

Definition of procedures

A procedure refers to a series of ordered steps that are used to get a job done or to solve a problem

Organising this involves determining the logical sequence of tasks

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Procedures

Types of procedures

Customer service procedures

Bar or restaurant procedures

Reservations procedures

Cleaning and maintenance procedures

Quality assurance procedures

Security procedures

Stock control systems and procedures

Occupational health, safety and welfare procedures

Slide 13

Procedures

Considerations when designing procedures

Things to take into account when organising procedures include:

Identification of tasks

How long each individual task should take

The most logical order of tasks to avoid duplication and gaps in service

Occupational health and safety requirements

Slide 14

Procedures

Reasons for procedures

Procedures are used for a number of reasons. They can:

Help with quality control

Assist in problem solving

Ensure consistency of product or service

Ensure legislative requirements

Be used as a way to quickly train staff

Lower response and delivery times

Slide 15

Procedures

Using flowcharts to determine procedures

A useful tool for working out procedures is a flowchart

A flowchart is particularly useful if the work process involves some decision points, as the flowchart shows the appropriate path to take at each point

Slide 16

Procedures

Purpose of an SOP

To ensure that:

All tasks are performed

They are performed in a logical order

Slide 17

Understand customer service cycle

Understanding the ‘service cycle’ enables an organisation to see where changes can be made at each stage to provide a greater offering, whether through improvements in:

Products

Services

Operations

Slide 18

Understand customer service cycle

What are common service cycles of your customer?

Which areas can be improved?

What improvements would you make?

Slide 19

Understand customer service cycle

A possible example for a customer of a bar might be:

Customer arrives in bar

Customer looks at menu board and selects what they want

Customer places order and makes payment

Staff produces beverage

Customer collects beverage or staff serve beverage

Customer drinks beverage

Customer departs

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Moment of truth

What is a moment of truth?

How does it differ from the customer service cycle?

Slide 21

Moment of truth

A moment of truth is when the customer comes in contact with a staff member:

Face to face

Over the phone

In written correspondence

Slide 22

Customer needs, wishes and expectations

Who are your customers?

What are the needs of your customers?

How do you identify their needs?

Slide 23

Customer needs

Generic needs

Value for money

‘Offering’ reflecting what was advertised

Expectations met / exceeded

To feel respected

To feel welcomed

To be served by friendly staff

Slide 24

Customer needs

Generic needs

To be dealt with in a prompt and courteous manner

To receive assistance when necessary

To be in comfortable, clean surroundings

To feel remembered and recognised

To be heard and understood

Slide 25

Customer needs

Specific needs

What are the specific needs of your markets?

Business

Women

Family

Leisure

Elderly

Others

Slide 26

Expectations

Expectations come from:

The company’s image or reputation in the market

Past visits

Advertisements and promotional messages

Competing hotels

Industry standards

Comments from family, friends and colleagues

Price charged for the offering

Slide 27

Seeking improvements

Importance of handling problems promptly

Managers need to identify quality problems and issues quickly and take appropriate action swiftly.

What are common types of operational problems?

How can you identify them?

How can you resolve them?

Why is it important to resolve them in a timely manner?

Slide 28

Seeking improvements

Identifying requirements and problems

A manager’s role is one of constantly trying to identify whether something can be done better, faster or at less cost

Or, if there is a problem, how this can be properly identified and solved. If you are reviewing workplace systems or procedures

Slide 29

Seeking improvements

Focus

Managers should be on the lookout to:

Cut out unnecessary steps

Avoid duplication of effort

Reduce the time that some tasks take

Avoid workplace accidents through bad practices

Come up with a more effective work layout

Reduce costs through use of too many materials

Solve problems that reduce effectiveness and efficiency

Slide 30

Seeking improvementsSteps in establishing system and procedural requirements

Clarify the purpose of the work

Understand the environment

Create an environment of continuous improvement

Consult your customers

Slide 31

Develop or revise systems and proceduresRole of change

As business changes, developments or revisions to the existing model of operation often result.

This is especially true when it comes to the need to develop or revise:

Products and services

Systems and procedures to support these products and services

Slide 32

Change management

What is change?

Why is it important?

What influences change?

Change is inevitable

Slide 33

Need for change

Common problems with systems

Organisational structures that impede or slow down progress

The culture of the organisation

Poor workflow between areas

Double handling of goods

More checking than is justified

No or limited checking at critical points

Poor employee scheduling or rostering

Problems in relation to staff training

Slide 34

Need for change

Common problems with procedures

Unnecessary steps

Steps missing

Lack of training of staff

Lack of clarity about how much discretion a staff member has within the procedure

A procedure that is out-of-date

Slide 35

Need for change

Taking action about problems

Determine urgency of action

Need for long term solution

Involvement in decision making

Identify desired achievements

Slide 36

Involve stakeholders

Importance of involving stakeholders

Managers can rely and utilise ideas and support from a wide selection of relevant stakeholders to creatively think of:

Enterprising ideas to improve organisational performance

Suggestions to systems and procedures to practically implement these ideas

Slide 37

Involve stakeholders

Types of stakeholders

Consultative processes may involve:

Other employees and supervisors

Customers and suppliers

Management and union representatives

Industrial relations and occupational health, safety and welfare specialists

Other professional or technical staff, contractors and maintenance personnel

Slide 38

Continuous improvement

What is it?

Why is it important?

Who is responsible for implementing it?

Slide 39

Generate ideas from stakeholders

Generating ideas

How would you generate ideas?

Why is it important to involve stakeholders in the process?

Slide 40

Generate ideas from stakeholders

Common techniques to generate ideas

Talking to colleagues and supervisors

Looking at what happens in other venues

Contacting industry peak bodies

Reading industry literature

Conduct internet research

Using creative thinking techniques

Gathering information from different work areas

Slide 41

Review ideas

Review ideas for relevance and practicality

When you have captured ideas and information relating to them your next step is to review and evaluate these ideas.

Why is this important?

What are you trying to determine during this process?

Slide 42

Review ideas

Practicality considerations

Impact on other existing house protocols, policies and procedures

Impact on layout

Staff ability

Expected revenue

Cost

Impact on service delivery

Slide 43

Preparing to implement change

Preparing plan for implementation of change.

A plan focused on change is very much like any other plan in that it is a document that will contain:

Nominated areas, systems or procedures for change

Details of intended actions to be taken

Development of SOP’s

Allocation of responsibilities for action to nominated persons

Determination of accountability for actions taken

Details of the budget and resources allocated

Key Performance Indicators (KPIs)

Slide 44

Considerations when developing or revising systems and procedures

Understand organisational strategies and plans

Mission statement

Corporate goals

Operational plans

Business Plans

Slide 45

Considerations when developing or revising systems and procedures

Understand organisational requirements

Business and performance plans

Policies

Procedures

Practices

Confidentiality and security requirements

Legal and organisational requirements

Occupational Health and Safety (OHS)

Quality and Continuous Improvement (CI) Slide 46

Considerations when developing or revising systems and procedures

Understand Key Performance Indicators

A common and extremely effective way to ensure that you achieve the results required in any plan is to use Key Performance Indicators (KPIs)

Key Performance Indicators are measures for monitoring or evaluating the efficiency or effectiveness of a system, and which may be used to demonstrate accountability and to identify areas for improvements

Slide 47

Considerations when developing or revising systems and procedures

Understand organisational capabilities and resources

Human resources

Financial resources

Equipment capacity

Staff skill levels

Hours of operation

Communication capabilities

Slide 48

Considerations when developing or revising systems and procedures

49

Understand staffing needs

Knowledge

Skills

Training

Equipment

Time

Appropriate allocation of work

Support

Fairness

Slide 49

Identify legal and ethical requirements

Understand legal and ethical requirements

What are legal requirements?

What are ethical requirements?

How can you identify them?

Why is it important to consider them?

How can you ensure these requirements are met?

Slide 50

Identify legal and ethical requirements

Legal vs ethical issues

What is the difference between:

Legal requirements

Ethical requirements

Whilst ethical issues, may or may not be enforced by laws or regulations, there is a certain 'code' in which all businesses should operate under.

Slide 51

Legal requirements

The importance of complying with legal requirements cannot be strongly emphasised.

Failure to meet legally imposed obligations can result in fines (to you and the business) as well as a whole range of penalties including closure of the business.

Slide 52

Legal requirements

General workplace rights and responsibilities

What are some of the following:

Employer responsibilities

Employee responsibilities

Employee rights

Slide 53

Legal requirements

Types of legal requirements

Laws

Consumer protection issues

Duty of care

Equal employment opportunity

Workplace relations

Privacy

Slide 54

Legal requirements

Industrial and workplace relations

Recruitment and Retention

Termination of staff

Workplace health and safety

Workplace agreements

Harassment and Discrimination

Conflict in the workplace

Slide 55

Ethical requirements

Types of ethical requirements

Confidentiality

Commission levels

Overbooking

Pricing

Familiarisations

Slide 56

Environmental issues

The role of tourism has always been to promote tourists to visit attractions, many of which are natural.

It is also important that any impact of conducting tourism activities in an area, leave the smallest environmental footprint.

Slide 57

Environmental issues

‘Sustainable tourism’ is based on the principles of sustainable development.

It is based on ‘minimising adverse impacts on local communities, heritage, landscapes, water resources, habitats and species while supporting social and economic development.

Slide 58

Environmental issues

Sustainable tourism issues:

Sustainable development

Protection or natural and man-made resources from inappropriate and insensitive development, poor planning and lack of zone management

Maintaining the cultural, social aspects and historical character of the community

Managing the implications of climate change

Ensuring sustainable, co-ordinated management and development of resources

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Environmental issues

Sustainable tourism issues:

Managing threats to biodiversity and natural resources

Managing the increased generation of waste

Dealing with growing energy consumption and rising greenhouse gas emissions

Decreasing the environmental impact of tourism travel

Minimising the environmental impact of tourism related development

Slide 60

Environmental issuesSustainable tourism issues:

Improving energy efficiency, waste management and water conservation and

Dealing with traffic congestion and damage to roads and other infrastructure

Resources conservation

Recycling

Slide 61

Element 2:Establish systems and procedures

Slide 62

Establish systems and procedures

Performance Criteria for this Element are:

Provide advance notice of new systems and procedures to colleagues

Introduce systems and procedures to the workplace in a manner that causes minimum disruption to customers and colleagues

Provide training and support to colleagues as required

Slide 63

Providing notice of new systems and proceduresProvide advance notice of new systems and procedures to colleagues

Once all aspects of change have been decided and detailed, it is now time to communicate these changes to managers, supervisors and staff.

The type of communication used must ensure that all the necessary people who will be impacted by the change know about it and understand its consequences.

Slide 64

Providing notice of new systems and procedures

Importance of communication

Communication is extremely important. It is worthwhile establishing processes and systems unless staff are:

Aware of them

Understand why they exist

Understand their role in the process

Slide 65

Providing notice of new systems and procedures

Types of communication

Formal meetings or briefings

E-mail

Intranet

Newsletters and internal bulletins

Memos

Other communication devices

Slide 66

Providing notice of new systems and procedures

Communicating continuous improvement processes

In on-the-job and in-house training

During induction and orientation of new staff

At relevant meetings

In the staff operating manual

Talking to staff in a one-on-one or group settings

Erecting posters in the workplace

Slide 67

Providing notice of new systems and procedures

Topics for communication

Impact of change

Reason for change

Changes to be made

When do changes commence

Identification and scheduling of change activities

How will change affect staff member’s job security, job roles, responsibilities and tasks

Possible disruptions

Possible training requirements

Slide 68

Providing notice of new systems and procedures

Topics for communication

Benefits of change to:

Individual staff members

Team

Organisation

Customers

Stakeholders

Community

What are the benefits to each? Slide 69

Implement new systems and procedures

Considerations of implementing new systems and procedures

What are considerations when implementing new systems and procedures?

Slide 70

Implement new systems and procedures

As change takes place, things often do not go exactly to plan for a variety of reasons, both caused by factors internal and external to the department or organisation.

What are common reasons why things do not go as planned?

How can you minimise these?

What affect do these have?

Slide 71

Implement new systems and procedures

Implementation steps

Involve colleagues in change process

Consider predictable consequences of introducing new systems and procedures

Provide reason for change

Trial new systems or changes

Provide information

Choose a suitable time

Provide an incentive or compensation to customers

Build in a review Slide 72

Provide training and support

If we want to improve service, we must improve staff.

Why is it important for staff to be able to learn and develop?

How is this done in the workplace?

How can you identify learning and development opportunities?

What learning and development initiatives can you implement?

Slide 73

Identifying learning and development opportunities New employees joining the business

A request from a staff member

Personal observation of staff practice

Customer complaint

Workplace errors

Changes in workplace equipment

Changes in procedures

Changes in legal requirements

Training Needs Analysis Form Slide 74

Learning and development initiatives Coaching

Training programs

Research Activities

Visitations

Discussions

Project Work

Mentoring

Counselling

Slide 75

Learning and development initiatives

Regardless of the initiative used, it is important to prepare a ‘Learning and Development Action Plan’

What is included in this plan?

Who is this plan for?

Who should prepare this plan?

When should it be prepared?

Slide 76

Learning and development initiatives

Guidance and support

Provision of top-up training

Provision of demonstrations

Advice on training and development opportunities

Support with difficult interpersonal/ personal situations

Slide 77

Learning and development initiatives

Guidance and support

Provision of opportunities to discuss work challenges

Confirmation of organisational objectives and key performance objectives

Ensuring adequate resources

Representation of staff interests in other forums

Slide 78

Learning and development initiatives

Counselling

Workplace counselling is concerned with

discussions and analysis of personal and work

problems that affect an employee’s work

performance in an attempt to find a solution.

How is this provided in the workplace?

Who provides it?

How can you handle personal problems?

Slide 79

Element 3:Review systems and procedures

Slide 80

Review systems and procedures

Performance Criteria for this Element are:

Provide advance notice of new systems and procedures to colleagues

Introduce systems and procedures to the workplace in a manner that causes minimum disruption to customers and colleagues

Provide training and support to colleagues as required

Slide 81

Monitoring systems and procedures

Importance of monitoring

Monitoring performance systems and processes of the venue is one way of allowing you to determine the extent to which plans and targets are being achieved

Monitoring and controlling the efficiency and effectiveness of work methods, systems and procedures to achieve goals is very much part of operational management in all parts of an organisation, from production through to sales and finance

Slide 82

Monitoring systems and procedures Monitoring is a process of determining how well our

plans are being implemented

You cannot monitor something if you don’t have a plan or basic structure of how something should be done or a defined goal

Work operations refer to the work itself and includes:

Systems and procedures

Staff performance

Levels of service in the workplace

Slide 83

Monitoring systems and procedures

These operations can include:

Service delivery

Customer satisfaction

Products supplied and the nature of them

Dealing with paperwork

Financial performance

Slide 84

Monitoring systems and procedures

Efficiency and effectiveness

Efficiency – achieving a set goal on time and within given resources

Effectiveness – your service or product meets quality standards and customer needs, and the job is done well

Slide 85

Areas to monitor

Any aspect of work operations can be monitored with a view to improvement including:

The procedures or systems

The workflow

Gaps or overlaps in service provision

The workload of staff

The time it takes to do a task or job

Job design

Level of customer satisfaction

Slide 86

Steps in monitoring work operationsWork out what needs to be monitored

Generally, things to be monitored include:

Areas showing early warning signs things are not going according to plan

Areas of critical activity to the organisation including:

high revenue raising streams

areas subject to intense legal scrutiny

Areas due for scheduled review

Slide 87

Steps in monitoring work operations

Decide on methods or measures to use

This is where you decide how to measure your progress including:

Observation

Statistical and written reports

Surveys

Checklists

Flowcharts

Benchmarking

Slide 88

Steps in monitoring work operations

Compare what is happening with what should be happening

Here you review and analyse what’s actually happening:

Refer back to your original goals

Compare your progress against these targets

Identify difference and causes.

Maybe original target is unrealistic and needs to be changed

Slide 89

Steps in monitoring work operations

Take appropriate action

This involves making the necessary adjustments to improve the level of service, productivity or customer satisfaction

Depending on what is being monitored, involving staff in all or some stages of the monitoring process is likely to achieve better results

Slide 90

Seek suggestions for improvement

Importance of continuous improvement

Frontline managers have an active role in continuously improving systems and procedures to achieve the organisation’s objectives

Slide 91

Seek suggestions for improvement

Importance of continuous improvement

Reducing or eliminating waste

Shortening response times

Simplifying work processes

Enhancing customer service

Improving product and service quality

Removing unnecessary procedures

Introducing new activities

Slide 92

Continuous Improvement

Develop continuous improvement focus

How can you get staff focuses and involved in continuous improvement?

Slide 93

Continuous Improvement

General workplace expectations

In practice, staff are expected not just to do the work allocated

but also to keep alert for opportunities to ‘do it better’ including”

Saving money

Making things safer

Doing it quicker

Saving resources

Improving service levels and standards

Enhancing the reputation of the venue

Slide 94

Continuous Improvement

Encouraging staff to be involved in the continuous

improvement process

Making ‘improvement/continuous improvement (CI)’ a

standing topic in every staff meeting

Raising the question of improvements regularly at staff

briefings

Developing a CI team within your department

Placing posters around the workplace to

encourage staff to ‘Think Smarter’ or similar

Slide 95

Continuous Improvement

Encouraging staff to be involved in the continuous improvement process

Providing a ‘Suggestion Box’

Having an open door policy

Implementing an ‘Improvement Award’

What else can you do?

Slide 96

Adjust procedures and systems

Why is it important to adjust procedures and systems?

Provide examples of where changes have taken place?

How can you monitor the changes to ensure they have been effective?

Slide 97

Adjust procedures and systems

Considerations

Critical areas of activity that must be adjusted immediately if there is a problem

The system or procedure as a whole and its purpose

Any cost implications of proposed changes

Any legislative requirements that cannot be tampered with

The effect on other areas of any adjustments you make to your own area

Slide 98

Adjust procedures and systems

Operational considerations when adjusting procedures and systems

Products and services provided

Management positions

Job titles, descriptions and responsibilities

Staffing structures

SOP’s

Policies

Systems and procedures themselves

Slide 99

Adjust procedures and systems

Operational considerations when adjusting procedures and systems

Corporate image

Pricing structures

Equipment

Layout of work area

Productivity standards

Training requirements

Slide 100

Adjust procedures and systems

Operational considerations when adjusting procedures and systems

Uniform requirements

Response times

Service guarantees

Slide 101

Adjust procedures and systems

Staffing considerations when adjusting procedures and systems

Providing education and training service

Involving staff in planning and implementing quality improvement

Building a spirit of working together towards goals

Improved communication channels

Promoting open communication and feedback

Encouraging and recognising innovation and teamwork

Recognising the right of every employee

Slide 102

Adjust procedures and systems

Customer considerations when adjusting procedures and systems

Making the customer a ‘member’ of the organisation as opposed to a ‘customer’

Rewarding faithful customers

Communicating with customers in a way that promotes goodwill, trust and satisfaction

Identifying customer’s un-stated needs

Ensuring customers’ needs and reasonable requests are met

Providing friendly and courtesy assistance without having to be asked

Slide 103