5/3/2018 Manager & Assistant

Manager Guide

Commellini Estate Inc.

COPYRIGHT MAY 2018
Table of Contents
Manager & Assistant Manager Introduction............................................................................................... 2
Learning and Development for better results ............................................................................................. 2
Top tips to make your team feel engaged ............................................................................................ 2
Ever thought about how people learn? ................................................................................................ 2
1. Learning From Experience .................................................................................................................... 2
2. Provide Constructive Feedback............................................................................................................. 3
3. Make Appraisals Meaningful ................................................................................................................ 3
4. Set Clear Objectives .............................................................................................................................. 4
5. Use Our Learning & Training Tools ....................................................................................................... 4
6. Provide a Warm Welcome to Our New Team Members ...................................................................... 4
7. Use experienced team members to develop your team ...................................................................... 5
8. Talk about the Future............................................................................................................................ 5
9. Recognize your employees’ learning and development achievements. .............................................. 5
How to Conduct Pre-Event Meetings: ......................................................................................................... 6
Article: Become a Better Manager ............................................................................................................... 7
Managers Guide to Disciplinary Action......................................................................................................... 8
Oral Warning: ............................................................................................................................................ 8
Written Warning with Meeting: ............................................................................................................... 8
Suspension without Pay: ........................................................................................................................... 9
Reduction of Pay within a Class: ............................................................................................................... 9
Demotion to a Lower Classification: ......................................................................................................... 9
Dismissal/Termination: ............................................................................................................................. 9
Other Disciplinary Action: ....................................................................................................................... 10
Guiding Principles ................................................................................................................................... 10
Tardy Notice ................................................................................................................................................ 11
Absentee Notice.......................................................................................................................................... 11
Warning Notice ........................................................................................................................................... 12
Termination Notice ..................................................................................................................................... 13
Employee Termination Record ................................................................................................................... 14
Sample Interview Questions ....................................................................................................................... 15
Person in Charge (PIC)................................................................................................................................. 16

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 Manager & Assistant Manager Introduction
“Tell me and I forget. Teach me and I remember. Involve me and I learn.”
-Benjamin Franklin

Learning and Development for better results

Top tips to make your team feel engaged

All of our employees are site-based and in direct day-to-day contact with our clients and customers. This demands
exceptional human qualities and behaviors. Key to providing an excellent service is our core value ‘Spirit of Progress’.
Even minor improvements to performance or processes can have a huge effect across the business. Your team members
can all get better at what they do, and as a manager you can have a major impact on their development.

Ever thought about how people learn?

• 70% of learning takes place by actually being part of an experience or doing something. This could be
working with a colleague, taking on a new task or being part of a specific project. We all ‘learn from
experience’, and mostly we’re learning this way even without knowing.
• 20% of learning comes from feedback. We all need to know that we are doing the right things, and how we
can improve: giving feedback is essential for the development of your team members. Our appraisal process is
the formal way of giving feedback, but there are other opportunities too.
• The remaining 10% comes from formal learning, such as attending courses or e-learning. This doesn’t make
them less valuable, but as stated above, there’s a lot more to learning than you might expect.

This guide gives you a lot of practical tips in the field of employee development.

1. Learning From Experience

“You don’t learn to walk by following rules. You learn by doing, and falling over.”
-Richard Branson (Businessman)

HOW?

Learning from experience involves employees using their own problem solving skills to develop understanding of a task
or situation. You have a huge influence on the extent to which your employees can learn from their experience.

It is your responsibility to Define, Facilitate and Encourage:

• Defining the performance standards will help employees have a clear understanding of their role and enable
them to monitor their own performance, which in turn will encourage accountability for performance and
results
• Facilitating regular reviews of performance and setting new goals and targets for employees will make it
possible for them to achieve the standards expected of them as defined in earlier discussions
• Encourage your employees with support and constructive feedback

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 2. Provide Constructive Feedback
“I like to listen. I have learned a great deal from listening carefully. Most people never listen.”

- Ernest Hemingway (Author)

HOW?

To help team members perform their best, a great manager will provide feedback – the right kind, at the right time.

Feedback is an important part of learning – and it shouldn’t just happen in formal performance reviews.

Providing effective feedback to employees is essential. The employee should be praised for good performance, using
examples where possible.

Feedback should be:

• Specific: Specific work examples should be given along with a clear indication of any corrective action that
might be needed in future
• Factual: Provide facts about the behavior, which are observable or verifiable, rather than generalizations
• Constructive: Try to emphasize what to do rather than what not to do
• Impersonal: Avoid loaded or potentially insulting terms like stupid, daft, silly etc.

Remember: Feedback is a two way process

Focus on tasks or behaviors over which an individual can exercise control. Your feedback should always be given in such
a way as to suggest some possible means of improvement.

Give people the chance to ask questions to clarify and build on or add to ideas. Employees will respect a manager more
for encouraging two-way communication and feedback.

3. Make Appraisals Meaningful

“He who learns but does not think is lost! He who thinks but does not learn is in even greater danger.”
-Confucius (Philosopher)

HOW?
Appraisals enable us to turn organizational goals into objectives. This helps to clarify people’s contribution to ‘the bigger
picture’ which in turn develops our organization and our individual employees. This is our spirit of progress.

An appraisal is not just about completing a form: it’s the quality of the conversation that makes the difference. How can
you make these reviews meaningful?
• Inform the employee about the purpose of the meeting in advance so they can prepare
• Encourage your team members to reflect on what’s gone well in their job and where there is room for
improvement
• Ensure proper preparation for these reviews yourself. Especially by drafting up clear performance and
development objectives for the team member
• Make sure that the objectives clearly contribute to organizational or site goals and the development of your
employee
• Make sure you can hold the conversation in a quiet area, where you will not be disturbed
• Make sure there are no surprises in the appraisal by giving frequent feedback on the employee’s performance
during the year

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 4. Set Clear Objectives
“Failure only comes when we forget our values, objectives and principles.”
-Jawaharlal Nehru (First Prime Minister of India

HOW?
What are Commellini Estate’s values? You should know them intimately – and so should your team. Team Spirit is a core
value, and involving your team in formulating their own objectives is very important. This will increase the ownership
they have and contributes to the achievement of the goals you want to reach.

Set clear objectives by making them SMART (Specific, Measurable, Achievable, Relevant and Time-bound):
• Make the objectives Specific, clear and well defined. They must explain exactly what is expected, why they
are important and what is involved
• Make the goal Measurable. This makes it possible to measure progress which will help a team or employee to
stay on track. Always ask yourself ‘how will I know when the objective is accomplished’?
• It is important that goals are realistic and Achievable. Attainable objectives may stretch a team or employee in
order to achieve them, but they must be able to be met or they will simply de-motivate
• They must be Relevant. A relevant goal drives the employee, the team and the organization forward. If you
can answer ‘yes’ to these questions, your goal is relevant. Does this seem worthwhile? Does it support other
goals? Does this match our other plans?
• Make the objective Time-bound. When will we review this? When will we know that the objective has been
achieved?

5. Use Our Learning & Training Tools

“Learning never exhausts the mind.”
- Leonardo Da Vinci
HOW?
Even Minor improvements can have a dramatic effect across our business.

Your experienced people can add value through their knowledge and understanding of the tasks they do and the business
we’re in.

Your new starts can bring a fresh pair of eyes to the workplace and see things that we have grown used to.

And everyone in your team has the opportunity to improve and develop themselves in a wide variety of ways, both on-the-
job, and through the our Learning and Training tools that are accessible to all.

6. Provide a Warm Welcome to Our New Team Members

“Coming together is a beginning. Keeping together is progress. Working together is success!”
- Henry T Ford (Industrialist)

HOW?
Providing a warm welcome to all new team members is a core part of how we manage people within Commellini Estate.
• An effective induction should not only give the employee the information they need to start their role safely
and effectively, it also plays a key part in helping them feel part of the team.
• It is really important you take the time with them to complete the training relevant to your site, so that they
are productive, safe and feel valued from day 1.
• As a manager, it’s important that you plan an effective induction as soon as your new employee has been
recruited. It’s essential we make induction periods successful to truly engage our new team member from
their very first day.
o Prepare the induction before your new employee starts.
o Involve other team members in the induction program wherever you can.

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 7. Use experienced team members to develop your team
“In youth we learn, in age we understand.”
-Marie Von Ebner-Eshcenbach (Author)

HOW?
In every team there are experienced employees and high performers. Make use of the experienced and well performing
team members to develop your whole team. This is not only an efficient way to boost performance and development
within your team, it also engages the more experienced team member by giving them this additional task.
• Create an environment in which employees are open and willing to learn from each other.
• Share best practice. How does an experienced employee act in certain situations? And why is this successful?
And how did they develop these skills?
• Appoint an experienced employee as a buddy for a less experienced or new employee.
• Help the buddy in providing constructive feedback – let them have a read through this guide! See chapter two
for tips on providing feedback.
• The use of a buddy doesn’t stop you being a manager. You are still the one who is responsible for the
development and performance of the employee

8. Talk about the Future

“As business leaders we have a responsibility to ensure that our people are continually developed to ensure we have
security for the future of the organization.”
-Susan Elston

HOW?
Everyone thinks about their future. Everyone wants to develop in a certain way. A manager can help to meet these needs.
• Make learning and development needs part of your performance reviews.
• Ensure you follow up development needs identified in performance reviews or development plans. Don't
make your development plans ‘wish lists’ that never come true! If you agree a development plan you have a
responsibility to try and make it happen. If it can’t happen, you have a responsibility to discuss alternatives.
Remember…courses only account for 10% of all learning!
• Be aware that discussing development needs can create expectations with the employee. If these cannot be
met, these expectations can lead to disappointment, if not managed properly. Use SMART objectives to create
realistic goals
• Discuss training and development throughout the year, outside the performance reviews.
• Take development needs seriously. Even if they are not realistic in your eyes. Listen, ask questions, be honest
and sincere, and remember to be respectful and realistic

9. Recognize your employees’ learning and development achievements.

“People often say motivation doesn’t last. Well, neither does bathing – that’s why we recommend it daily.” Zig Ziglar
(American Author and Motivational Speaker)

HOW?
We all have a need to feel appreciated, whether at home or at work. Regular, positive recognition makes us feel valued.
Show your appreciation for your employees and their learning and development achievements. This will not only motivate
your employees to continue their development but will also have a positive effect on how people perceive their own
learning. If people see their own growth and development as important then they will start to think of training as a reward
or as recognition, rather than something that ‘has to be done’.
• Tip Use your team members’ achievement stories in team meetings

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 How to Conduct Pre-Event Meetings:
It is Commellini Estate’s goal to always have a pre-event meeting with the entire event staff. Here is a step by step guide
on how to conduct a Pre-Event Meeting:
1. Set an appropriate time:
a. Make sure you set a specific time so employees know when to gather.
2. Gather All Employees
a. Do your best to include all employees in the meeting
3. Go Over BEO and Timeline
4. Go Over any odd or specific details-allergies, client personality types, special setup
5. Go Over Employee Role Assignments
6. Go Over any Employee Announcements
a. Lauri may supply you a specific list
7. Allow Event Coordinator and/or Chef to bring up details
8. Conduct Learning/Training Mini Sessions
a. This is something we are enacting in the new 2018 season. We would like the Manager & Assistant
Managers to conduct mini training sessions during every meeting. This can take 30 seconds or 5 minutes
pending on the topic and time allowed. You can conduct the training or watch a video. It can also be a
game or quiz. Keep it fun and interesting.
b. Example Topics:
i. Re-watching any Commellini Employee Training Video
ii. History Fact Quiz-
iii. History or Ghost Stories
iv. Pick section in Handbook to touch on
v. Any topic from the LNI Library:
1. Bloodborne Pathogens
2. Hand Protection
3. Preventing Slips, Trips & Falls : Restaurant Series.
4. Hospitality Workplace Safety Training
5. Injury Prevention in Restaurants and Kitchens.
6. Chemical Hazard Communication
7. Using a Fire Extinguisher
8. Ladder Safety - General Ladder Use Hazards
9. Meat Cutter Safety
vi. Motivation & Teamwork -Even a game to bring people together or a quote to analyze
Additional Key Notes:
• Be prepared for meetings
• Be concise
• Get all Employees Involved
• On occasion there will be times that the event timeline does not allow for an extremely cohesive meeting. In
stressful moments go through the key details but make sure everyone is on the same page.

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Article: Become a Better Manager
Exert from WA Hospitality Guide:

Manager & Assistant Managers Guide -Updated 5-3-2018 Page 7

 Managers Guide to Disciplinary Action
Introduction: When deciding what disciplinary action to take, keep in mind that discipline is supposed to be constructive.
Your goal is to guide the employee to improve performance or correct inappropriate behavior, not to punish the employee.
As a general rule, your action should be just enough to get the employee's attention. However, you may have to take
progressively more serious actions if there is no improvement or if repeat occurrences follow. Frequency of feedback will
largely depend on what you observe in the employee's behavior and performance and on the cycles of the work (e.g.,
tardiness can be corrected immediately). You need not take each of these actions, but you will normally take more than
one of them. These steps are:
1. Oral Warning
2. Written Warning with Meeting
3. If applicable Intermediate Step: Suspension Without Pay, Reduction of Pay with Class, or Demotion to a Lower-
Classification
4. Dismissal

Oral Warning: This can occur without consultation of President, VP, or VP of Operations

• Set a time and place to ensure privacy.

• Make notes about what you want to say in advance.
• Remember that the employee may have a right to representation.
• State clearly that you are issuing an oral warning.
• Be specific in describing the unacceptable performance or behavior.
• Remind the employee of the acceptable standards or rules. If they are available in writing, provide them to the
employee.
• State the consequences of failure to demonstrate immediate and sustained improvement: Further disciplinary
action may be the result.
• Note the oral warning on your calendar and key elements of discussion.
• Place note of warning in Employees File

Written Warning with Meeting: Manager conducts meeting, however the Manager must notify the President, VP, or VP Operations
so that it can be determined if their attendance is necessary

If you gave an oral warning and the problem performance or behavior persists, a written warning may be effective. You
may decide to use this disciplinary action more than once, to get the employee's attention. Be careful, however, not to get
stuck issuing repetitive letters of warning that fail to influence the employee's behavior or performance.

• State clearly at the outset of the letter that it is a written warning, and cite the appropriate personnel policy or
contract provision. (See Sample Written Warning Letter in the end of this document.)
• Describe the performance problem(s) or work rule violation(s) in very specific detail and attach documents which
support your conclusions.
• Outline previous steps taken to acquaint the employee with the issue (coaching sessions, performance appraisals,
previous disciplinary actions) and attach copies of the documents.
• Describe the impact of the problem (safety issues, need to reassign work).
• Note the employee's explanation (as revealed during your investigation) or that the employee declined to offer
one. If it was unacceptable, explain why.

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 • Reiterate your expectations regarding behavior and/or performance.
• Note that if the employee doesn't demonstrate immediate and sustained improvement, the consequence will be
further disciplinary action, up to and including dismissal.
• Refer the employee to the appropriate policy or contract provision for appeal rights.
• Deliver the warning letter to the employee in person. Sit down and walk through the letter together.
• Obtain a signature from employee of acknowledgement of the receipt of letter. Place it in the employee's file.
Suspension without Pay: Approval needed from President, VP, or VP Operations
This is normally the next stage in progressive discipline after written warning(s)
Suspension typically prevents work for a number of working days, as specified in the letter, and pay is docked
accordingly.

Length of a suspension without pay will be influenced by policy or contract requirements.

The letter states that it is a suspension without pay, the appropriate policy or contract provision, and the number of days
the employee will be suspended. It also (as with a letter of warning) describes the problem, previous corrective measures,
impact of the problem, your expectations, consequences of failure to improve, and the employee's appeal rights.
Depending upon the personnel program the employee belongs to, you may be required to issue a letter of intent to
suspend, which provides the employee with the right to appeal your intended action to the next higher management level
before the action is implemented. Consult your L/ER Analyst as well as the policy or contract for more information.

Reduction of Pay within a Class: Approval needed from President, VP, or VP Operations
This alternative is normally used when you do not wish to remove the employee from the work site, but serious discipline
is appropriate. It is most appropriately used in lieu of suspension without pay, in cases of chronic absenteeism or
tardiness.
The reduction of pay is for a specific period of time, related to the seriousness of the performance discrepancy or work
rule violation, and noted in the letter.

The disciplinary letter will incorporate the same elements included in a suspension letter.
You may have to issue a letter of intent similar to that used in cases of suspension. Consult your L/ER Analyst on the
procedure.

Demotion to a Lower Classification: Approval needed from President, VP, or VP Operations

This action involves movement of an employee to a lower level position, and may be temporary or permanent.

Demotion is most often appropriate in cases of inadequate performance of responsibilities at a particular level, rather than
violation of work rules. It should be based upon a reasonable expectation that the employee will perform successfully in
the lower classified position. For example, did the employee previously hold a similar position, and did they perform
satisfactorily?

Your notice letter and process are quite similar to those used for a suspension without pay, or a reduction of pay within
class. Contact your L/ER Analyst if you are considering this disciplinary alternative.

Dismissal/Termination: Approval needed from President, VP, or VP Operations

This alternative is normally selected after performance counseling and progressive discipline have failed to get the
employee's attention to the problem.
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In extreme cases, such as job abandonment, theft, or an act that endangers others, the offense may be so grave that we
forgo progressive discipline.

Manager must consult President, Vice President, or Vice President of Operations prior to termination. Manager may call
President, Vice President, or Vice President of Operations if termination needs to be effective immediately.

Other Disciplinary Action:

Manager has the right to reassign employee position during event.

Manager has the right to send an employee home during shift if a situation arises.

Guiding Principles
In carrying out disciplinary action be sure to:

• Maintain a professional manner by keeping the disciplinary process confidential between you and the employee
• Make a careful diagnosis of the problem to determine whether disciplinary action is appropriate
• Provide specific examples of performance discrepancies or work rule violations so the employee fully
understands what needs correction
• Allow the employee ample opportunity to explain so that you have all the facts
• Make sure discipline is the appropriate tool. Would coaching or performance appraisal be sufficient to get the
employee's attention?
• When you take disciplinary action, make sure the punishment fits the crime
• Help the employee improve performance by providing specific recommendations and requirements
• Communicate clearly so the employee understands the consequences if performance or conduct does not improve
• Apply consistently: To avoid the risk of legal proceedings and setting precedent, disciplinary policies must be
applied across the board.
• Be impartial: Any emotions and personal feeling toward specific employees should not factor into a decision on
whether or not to apply a disciplinary policy. Penalties should be connected to a behavior or a violation and not to
the personality of the violator
• Document, Document, Document: Create a culture among your employees to write incident reports when needed.
Document the disciplinary action taken against the employee and also state consequences for the employee if the
noted improvements are not made. Document the employee’s reaction/action. Obtain the employee’s signature on
the document noting the infraction, even if only to show that the employee acknowledges receipt of the document.
• Last but not the least, acknowledge that the poor employee performance may be due to management’s failings. A
pattern of performance issues could indicate a much-needed change in hiring or training procedures or broader
standard operating procedures. A little introspection might go a long way.

References:

http://ucsfhr.ucsf.edu/index.php/pubs/hrguidearticle/chapter-24-separations/

https://www.template.net/business/hr-templates/disciplinary-letter/
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Tardy Notice

Absentee Notice

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Warning Notice

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Termination Notice

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Employee Termination Record

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Sample Interview Questions

Manager & Assistant Managers Guide -Updated 5-3-2018 Page 15

Person in Charge (PIC)

Manager & Assistant Managers Guide -Updated 5-3-2018 Page 16

Manager & Assistant Managers Guide -Updated 5-3-2018 Page 17