Discussion
What is a job description? What problems do managers have with
employees doing their job? Example: Clean the house Example: Clean the foodservice department
floor
Job Descriptions An organized list of duties, skills, and
responsibilities required in a specific positions.
A list of duties of a job, the job’s working conditions and the tools, materials, and equipment used to perform it.
A list of the general duties related to a job or job classification.
Job Specification A written statement of the minimum
standards that must be met by an applicant for a particular job.
A list of requirements for a specific job that can be evaluated objectively and that apply to all candidates for that job.
List the abilities, skills, and other credentials needed to do the job. Job conditions relating to the health, safety, and comfort of the employee.
Job Specification
Title Department Supervised by Job Summary Educational Status Experience Required Knowledge and Skills
Physical Requirements Personal Requirements Reference Required Hours Wage Code Promotional
Opportunity Tests
Types of Job Descriptions
Duties-Oriented List of job duties
Results-Oriented THE RESULT TO BE ACCOMBLISHED
by the duty(ies) to be performed
Why use ROJD? ROJD requires two components
The result that must be accomplishedThe duties that must be performed
Employees are taught why work is important
Example= Answer the phone
Why use ROJD? Accomplishing is emphasized over doing
Clearly defines what job performance results are expected & how to achieve these results
Provides supervisor with a tool to use in evaluating employee performance
Steps In Writing ROJD’s
Determine purpose of job and its relevance to the organization
Write down ALL tasks/responsibilities of job Group tasks/responsibilities into 3-5 categories
with common purpose or objective Use samples of similar jobs Obtain input from co-workers and supervisor
Yaezenko, S., University of Idaho
Employee Scheduling
Assigning of employees to specific working hours and work days
Goal is to have enough staff but not to over staff
Schedule is a management toolMeet manager’s needsConsideration for employees needsBalance needs when writing the schedule
Operational Differences
Scheduling can be complex because of the highly variable nature of the business.Commercial foodserviceHospital foodserviceUniversity Campus
Menu guides scheduling
Scheduling Patterns
Block Staggered Split-shift scheduling
Employees only work peak hoursSome states have laws that require hours
worked to fall within a given span of time.
Importance of Accurate Scheduling
Too few employeesAffects qualityOver worked employeesExcessive overtime
Too many employeesNot busy-boredResent it when they do get busyNot concerned if they don’t show up
Difficulties in Scheduling
Three meal don’t fit into routine 8-hour shift
Three meal not a complete 2 8-hour shifts Not a steady production Difficulty in forecasting customer volume Down time activities
Staff Coverage
Days in a year to be covered 365
Subtract
Days off (52 x 2) 104
Sick days 7
Holiday 8
Vacation 10
Total days not worked 129
Total days worked 236
Ratio of days not worked to days worked 0.55
Requirement for full-time coverage 1.55
Part-time Employees
Commonly used in foodservice Supplement Full-time employees Optimal for high school students Problems
Transportation cost Not always eligible for benefits More employees on payroll Additional accounting More employees to schedule
Federal Laws – Hiring Teenagers Foodservice workers must be at least 14 years
old Minors aged 14-15 can work no more than:
3 hours on a school day18 hours in a school week8 hours on a non-school day40 hours in a non-school week
After 7 a.m. and until 7 p.m. June 1 – Labor Day, until 9 p.m.
Under 16: No repair or maintenance work on equipment No cooking in most establishments No baking No loading or unloading goods to and from
trucks Workers under 18 cannot operate meat and food
slicers or power-driven bakery machines.
Federal Laws – Hiring Teenagers
Facility Needs
Managers must knowHow many workers needed each dayWhat positions need to be coveredWho can work each positionWho has been cross-trained
Scheduling Process
Develop work production standards Document patterns of activity of various
units of the operation Forecast levels of activity Determine the number of personnel or
hours needed according to forecast and work production standards
Scheduling Process
Consider employee time requests Develop schedule Consider sales per hour, labor-cost
percentage, customers served per labor hour, labor costs per hour or any number of volume indicators
Routinely review effectiveness of schedule
Steps in Writing Schedules
Enter days off for all employees Scheduled days off, holidays, vacation
Schedule full time employees Schedule part-time employees Schedule casual employees Cross-check to ensure all positions are
filled and employees have guaranteed hours
Format
Mon
1/24
Tue
1/25
Wed
1/26
Thur
1/27
Fri
1/28
Sat
1/29
Sun
1/30
Becky Am Cook
AM Cook
AM Cook
X X AM Cook
AM Cook
Julie PM
Cook
PM Cook
PM
Cook
PM Cook
PM Cook
X X
Evan X X X AM Cook
AM
Cook
PM Cook
PM
Cook
Employee Preferences
Consider preferences whenever possible Follow a pattern
Employees can anticipate days off Adjust schedule to meet employee’s needs
Weekends
Unwise to guarantee weekends to all permanent workers
Regular weekend scheduleEvery 2nd or 3rd weekend offEmployees can plan activities around
scheduleConsult before making changes
Holidays
Employees want to work holidaysExtra incomeNo activities planned
Employees want holidays offSocial commitments
Adjust the schedule to meet employee’s needs whenever possible
Vacations
Be careful to avoid higher labor costsOvertimeReplacement workers
Employees can submit preferences with alternatives early in the year
Overtime
Don’t schedule employees for overtimeKey factor in driving up labor cost
Reasons for overtimeSubstitute for proper schedulingEmployees create opportunities for
overtime to receive time-and-a-half wage Overtime should only be necessary in
emergencies
Cost-Effectiveness
Consider the cost-effectiveness of the schedule
Cross-trained employees may receive different pay ratesAvoid scheduling a higher salary worker
for a lower salary position
Alternate Schedules
Compressed workweek Discretionary working time
Staggered startFlex time
Task contracting Job Sharing and Job Splitting
Computer Scheduling
Saves time Additional functions such as forecasting,
payroll, performance reports and human resource management
Must still be reviewed by the manager Computers cannot know individual needs
unless manager inputs the appropriate data.
Misuse of Schedules
Used to reward or punish employees Shows favoritism in scheduling Lack of fairness undermines the credibility
of the manager Misuse of schedules can result in fatigue,
injury, resentment, and loss of productivity
Quality of Life
Schedules enhance or diminish Quality of life Job satisfaction
Regular work hours Schedule days off consecutively Limit number of consecutive days employee is
scheduled to work Inform of work schedule in advance Consult employees before making changes
Quality of Life
Schedule work hours as consistent as possibleAvoid scheduling evening shifts followed
by a morning shift Schedules that don’t consider employee
needs can result in employee fatigue, decreased productivity and increased job-related injuries