flying squirrel orgassesment
TRANSCRIPT
WorkForce TheFlyingSquirrelAssessment
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PreparedbyWorkforce:ChristopherHudson,RobertHarste,&AshleyKeating
FlyingSquirrelBarAssessment2016
WorkForce TheFlyingSquirrelAssessment
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TableofContents
EXECUTIVESUMMARY.......................................................................................................................................3
I. INTRODUCTION..............................................................................................................................4
II. ASSESSMENTSTRATEGY............................................................................................................6
III. FINDINGS..........................................................................................................................................10
IV. RECOMMENDATIONS.................................................................................................................14
REFERENCES........................................................................................................................................................16APPENDIX
A. ORGANIZATIONALASSESSMENTCONTRACT........................................................................17
B. ORGANIZATIONALASSESSMENTINTERVIEW......................................................................18
C. ORGANIZATIONALASSESSMENTSURVEY...............................................................................19
D. FLYINGSQUIRRELTRAININGPROGRAM.................................................................................28
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ExecutiveSummary
AfteraninitialobservationoftheFlyingSquirrelBar,ameetingwassetupbetween
WorkForceandownerDanRose.ThismeetinghighlightedthebenefitsofaWorkForce
collaborationwiththeorganization,anditwasagreeduponthatWorkForcewould
performanorganizationalassessmentforFlyingSquirrel.TheoriginalintentoftheFlying
SquirrelwastoprovideaplacetoeatanddrinkforthecustomersoftheCrashPad,ahostel
alsoownedbythefoundersofFlyingSquirrel.Thegoalsofthisassessmentwere(1)to
identifygapsbetweenFlyingSquirrel’smissionandstrategyand(2)toprovidefeedbackto
FlyingSquirrel,assistingtheminthecontinueddevelopmentoftheorganization.
TheFlyingSquirrelbarwishestobe“thethirdplacetogo”outsideofworkand
home.TheFlyingSquirrelisaplaceforthecommunitytoeatlocalproduceanddrinklocal
and/orcraftbeers.WorkForceapproachedtheassessmentbycollectingdataand
organizingtheobtainedinformationusingtheNadler-TushmanCongruenceModel.Several
methodsofdatacollectionwereusedincluding:individualinterviews,onlinesurveys,
observations,andarchivaldocuments.Attheendoftheorganizationalassessment,
relevantfindingswerereportedandprofessionalrecommendationsforthecontinued
successandimprovementofFlyingSquirrelwerediscussedandpresentedtothe
organization.
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I. Introduction
TheorganizationalassessmentoftheFlyingSquirrelbarbeganinearlySpring2016.
Afterdirectlycontactingtheheadoftheorganization,aface-to-facemeetingwasscheduled
inordertodiscussthegoalsanddetailsofanorganizationalassessment.WorkForce’s
contractdocumentingthepurpose,timeline,andneededresourcesfromtheorganization
wassignbytheownersofFlyingSquirrelandallthreeWorkForceteammembers(see
AppendixA).DatacollectionandevaluationsconcludedattheendofApril2016.
ThestartinggoaloftheFlyingSquirrelwastoaccompanytheCrashPad,alocal
hostelalsobuiltandownedbyDanRose.Sinceitsopening,ithasbecomealocalhotspot,
andtheareaof‘SouthSide’hasbuiltuparoundbothorganizations.Toaccomplishtheir
mission,theyhavepromotedlocalfoodandbeverages,aswellasaidingthecommunity.
OrganizationDescriptionandHistory
TheFlyingSquirrelwasfoundedin2013whenthetwofoundersmovedto
Chattanoogainordertopursuetheirpassion:climbing.TheCrashPadhostelwasopened
firstinordertoaccommodatefellowclimbers,andanyoneelseinthecommunityneedinga
placetostay.AfterthesuccessfulopeningofTheCrashPad,attentionwasthenturnedto
thecreationoftheFlyingSquirreltoaccompanyit.WhiledesigningtheFlyingSquirrel,
onlylocallycraftedfixturesandfurnishingswereused.TheFlyingSquirrelwasmeantto
welcometheChattanoogacommunity,aswellasanyandalltravelerscomingtoexperience
Chattanooga.FlyingSquirrelemphasizesfreshingredients,aswellassupportingthelocal
community.Theyhavebecomeknownfortheirvarietyofspecialtyandlocalbeers,asthey
don’tofferpopularbrandssuchasBudweiser.Finally,theFlyingSquirrelstrivestobethe
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kindofenvironmentwherecustomersgotounwind,socialize,andrelax.Unlikethe
majorityofpopularbarsinthearea,uniquefoodisservedevenlateintothenight,and
brunchisalsoserved.
CurrentState
Todate,FlyingSquirrel‘sannualrevenueisreportedtoberoughly$2,000,000with
around30employees,andislistedasprimarilybeingadrinking(alcoholicbeverage)and
fullservicerestaurantorganization.FlyingSquirrelisarelativelyneworganizationafter
beingbuiltin2013.Theirgoalistoprovideaplaceforthecommunitytogoand“hangout”
whileeatinglocalproduce,andimbibinglocaland/orcraftbeers.TheareaaroundFlying
Squirrelhasbuiltupsubstantiallysincetheyfirstopenedtheirdoors,furtheringthegoals
ofhelpingthecommunity.Asapeoplefocusedorganization,theirgoalofmakingsurethey
aretheplacethatthecustomerscancomfortablyunwind.Tofurtheraidthedevelopment
oftheFlyingSquirrelbar,andhelpthemreachtheirgoals,WorkForcedesignedafull
organizationalassessmentconsistingofdatacollection,evaluations,andrecommendations.
II. AssessmentStrategy
WorkForceusedtheNadler-TushmanCongruenceModeldisplayedbelow(Nadler&
Tushman,1975)astheframeworkforthisassessment(Figure1).Thismodelwasselected
becauseofitsassumptionthatorganizationsareopensystemswiththeabilitytoinfluence,
andbeinfluencedby,theenvironment.AccordingtoNadlerandTushman,theorganization
isthetransformationalentitybetweeninputsandoutputs.
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Inputsarerelativelyfixedandincludetheenvironment,resourcesavailable,
organizationhistory,andevolvingstrategies.Resourcesincludecapital,rawmaterials,
technologies,people,andvariousintangibles,suchascompanyname.Anorganization’s
historydeterminestheculture,patternsofbehavior,whotheorganizationattractsand
recruits,andhowdecisionsaremade.Strategyistheprocessofdetermininghowthe
organization’sresourcesarewithintheenvironmentfor‘optimalfunctioning.’Some
organizationsarestrategic,whileothersreacttotheirenvironment.
Thekeyoutputsforthismodelaresystemfunctioning,groupbehavior,intergroup
relations,andindividualbehaviorandeffectiveness.Thesequestionsdeterminehow
effectivethesystemisasawholeisfunctioning.
Thetransformationalprocessincludesvariouscomponentsoftasks,individuals,
organizationalarrangements,andinformalorganization.Thetaskcomponentincludesthe
jobsrequiredandthecharacteristicsofthework.Theindividualcomponentconsistsofall
thedifferencesandsimilaritiesamongemployees,whileorganizationalarrangements
includeboththemanagerialandoperationalstructureoftheorganization.Informal
organizationisthesocialstructurewithintheorganization.Figure1belowprovidesa
visualrepresentationoftheNadler-Tushmanframework.
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Figure1.Nadler-TushmanCongruenceModel
Beyondsimplylistinganddescribingthevariouscomponentsoftheorganization,
NadlerandTushmanemphasizetheneedforcongruencebetweeninputsandthe
componentsofthetransformationalprocess(e.g.,theorganization).Inconsistencies
betweenpairstheorizedtoresultinreducedorganizationalandindividualperformance.In
ordertodoasufficientdiagnosisWorkForce’sstrategyinvolved(1)identifyingthesystem,
(2)determiningthenatureofthekeyvariables,and(3)diagnosingthestateoffits.
AssessmentMethods
Toidentifytheinputs,Workforceutilizedavarietyofassessmentmethods:
• UnstructuredinterviewsandemailcorrespondencewiththeownerofFlyingSquirrel
wasdonetoidentifytheworkplacedynamics,relevantregulations,andmarket
information.
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• Archivaldatawasprovidedintheformofonlinedocumentspertainingtoemployee
performanceassessments,selectionprocesses,traininginformation,andjob
descriptions.Thesedocumentsprovidedaclearunderstandingoftheorganization
andthejobrolestoaidWorkForceindevelopingadditionalassessmentmethods.
• StructuredinterviewswereconductedwithmostemployeesfromFlyingSquirrel.
Althoughnoteveryonewasinterviewed,agoalsetforthwastospeakwithatleast
oneindividualfromeachposition.Thesestructuredface-to-faceinterviewsinvolved
fourpre-determinedquestionsthatassessedtheperceivedmissionofthecompany,
theirprimaryresponsibilities,responsibilitiesthattookthemosttime,andwhich
responsibilitieswerethemostimportant(seeAppendixB).Individualinterviews
weredonewiththeexecutivechef,bartender,beermanager,linecook,fourservers,
andageneralmanager.OnememberofWorkForcequestionedtheemployee,while
anothermembertooknotesontheemployee’sresponses.
• WorkForceconductedmultipleobservationsattheFlyingSquirrel.Thetargeted
timesforobservationswereduringpreparationforopening,afternoonanddinner
hours,andhoursafter9:00pm.Thesedifferenttimeperiodswerechosentoprovide
awell-roundedviewoftheoverallfunctioningofthisorganization.
• Surveydatawasgatheredviaananonymousinternetbasedsurveydesignedand
hostedthroughSurveyMonkey.Employeeswereemailedananonymouslink
directingthemtoaninformedconsentformthatexplainedthepurpose,risks,and
confidentialityofthequestionnaire(seeAppendixC).Participantsanswered
questionsregardingtheirworkengagementandjobsatisfaction(seeAppendixD).
Thespecificmeasureswithinthissurveyincluded:
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o TheAbridgedJobDescriptiveIndex(AJDI;Balzer,Kihm,Smith,Irwin,Bachiochi,
Robie,Sinar,&Parra,1997),acommonlyusedmeasureofemployeejobsatisfaction.
Foreachdimensionofthemeasure,employeesindicatedwhetheragivenphrase
describedtheirjob(seeFigure2).
Figure2.AbridgedJobDescriptiveIndexResponse
o TheUtrecthtWorkEngagementScale(UWES-9;Schaufeli&Bakker,2003)
measuredthelevelofworkengagement;specifically,engagementcharacterizedby
vigor,dedication,andabsorption.
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III. Findings
FollowingtheNadlerandTushman(1975)modelforFlyingSquirrelasthe
identifiedsystem,ourfindingsrelatetotheinputs,outputs,components,andthenaturesof
thesekeyvariables.Ourinterviewsandobservationsrevealedthebasicresourcesforthe
organizationincludedtheproperty,equipment(cookingsupplies,furniture,and
computers),rawmaterials,andemployees(servers,cooks,bartenders,managers).As
previouslystated,thehistoryoftheorganizationwastoprovideacasualspotforresidents
oftheCrashPad.Althoughanexplicitstrategywasnotstated,thesevariousinputsserve
theorganizationalmissionofprovidingacomfortableenvironmentandqualityproducts
whilegivingbacktothelocalChattanoogacommunity.
TheoutputsforFlyingSquirrelinvolvesystemfunctioning,groupbehavior,
intergrouprelations,andindividualbehaviorandeffect.Informationfromgeneral
observationsandinterviewswithmanagementandemployeesprovidesalimited
indicationthattheorganizationfunctionsasintended.FlyingSquirrelappearssuccessfully
providingaplacetounwindandsocialize,whileservinglocalfoodandbeer.Structured
individualinterviewswithemployeesrevealedamoderateconsensusontheperceived
missionoftheorganization.Althougharchivaldataofeachjobdescriptionlisted
substantialbutclearresponsibilities,individualinterviewswithemployeesrevealedslight
deviationsregardingperceivedtasksandresponsibilities.Employeesreportedamuch
narrowerrangeofresponsibilities,sometimesasfewastwo,comparedtothe
approximately20-30taskslistedinthejobdescriptions.Althoughofficialperformance
evaluationswerenotanalyzed,employeesappearedtogiveastrongsatisfactionwiththe
performanceoftheircoworkersduringindividualinterviews.Analysisofsurveyresponses
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showedthatemployeesfromeachpositionweregenerallysatisfiedwiththeirjobs.Survey
resultsalsorevealedastrongengagementofemployeestowardstheirwork.
Thetransformationprocessconsistedoffourmajorcomponentsthattransformed
inputsintooutputs.Basedoninterviews,archivaldata,andobservations,thetask
componentsconsistedofthevariousjobstobedoneandthecharacteristicsofthework
itselfforakitchenandbar.Mostoftheskillsrequiredcomefromtraining.Servertraining
lastsapproximatelyafullweek,withanexamadministeredonfoodandalcoholknowledge
attheendinordertocontinue.ThestateofTennesseerequiresthatallalcoholsellersand
bartendersbecomecertifiedthroughtheTNAlcoholicBeverageCommission.Inregardsto
individualcomponents,thetotalnumberofemployeesatFlyingSquirrelequaled30.Overall
engagement(i.e.,dedication,absorption,andvigor)wasaverage-to-highforallemployees
basedonestablishednorms.
Althoughtherewasnotanofficialorganizationalchart,theownersandemployees
emphasizedanorganizationarrangementanalogoustoa“upsidedownpyramid”.During
interviews,severalemployeesreportedfeelingunaccustomedtothistypeofmanagement
structure;however,surveyresultsshowhighlevelsofsatisfactionwithsupervision.
GeneralsatisfactiontowardsupervisionisillustratedinFigure3(note:becausesomeitems
ofthescalearenegativelyworded,ahighfrequencyof“No”responsestosomeitemsmay
stillindicatesatisfaction).
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Figure3.AJDI-Supervision
Ingeneral,surveyedemployeesreportedhighlevelsofsatisfaction;however,the
resultsrevealedmixedsatisfactionregardingpromotion(seeFigure4).
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Figure4.AJDI–PromotionOpportunities.
Servertrainingisroughlyaweeklong,followedbyanexamtotesttheirjob
knowledge(seeAppendixD).Theinformalorganizationalcomponentsappeartobeclosely
related.FlyingSquirrelmembersemphasize“servantleadership”,andregularlybroughtup
thesupporttheyreceivefromtheircoworkersandthesupporttheytrytogiveback.
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IV. Recommendations
Ourobservations,interviews,archivaldata,andsurveyresultsindicatedthatFlying
Squirrelhasthepotentialtoremainastrongcompetitorinthebarandrestaurantmarket.
Theemployeesreportedhighlevelsofengagementintheirworkaswellashighlevelsof
satisfaction.Mostemployeesexpressedfeelingstrongsupportfromtheirmanagersand
coworkers.AlthoughFlyingSquirreldidnotappeartohaveanexplicitmissionorstrategy,
areoccurringthemefrommanagementwasprovidingqualityproductsandgivingbackto
thecommunity.Wheninterviewedabouttheirperceivedmissionoftheorganization,
employeesreportedthisgeneralthemetoasurprisingextent.Thisappearstoindicatethat
theunofficialmissionhasreceivedsignificantbuy-infromtheorganizationatalllevels.
AlthoughouranalysisindicatedthatFlyingSquirrelisastableinstitutionwith
numerouspositivefactorsrelatingtoitsemployeesandcustomers,thereareafew
recommendationsweinordertoensurethecontinuedsuccessoftheorganization.There
appearstobeageneralconsensusonthepurposeofFlyingSquirrel.Whetherthisisthe
desiredmissionoftheownersisunclear.Regardless,havingaclearlystatedmissionand
strategywillhelpensuremembersoftheorganizationbuyinandworktowardsthat
purpose.Itwillalsohelppersonnelidentifyareasthatobstructorganizationalgoals,and
increasethelikelihoodofthemofferingsolutionstothesedeterrents.
Althoughsurveyedemployeesreportedhighlevelsofsatisfaction,theresults
revealedalowerimpressionsregardingpromotion.Mostrespondentsreportedfeelinglike
therewerenotregularpromotionsofferedandthatopportunitiesweresomewhatlimited.
Inaddition,asmallsegmentofrespondentsindicatedthattheydidnotfeelthattherewasa
goodchanceforpromotionorthatthereweregoodopportunitiesforpromotion.Apossible
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reasonforthistrendmaybethelimitedpromotionpossibilitiesinthisspecificindustry.
However,onerecommendationwouldbetomaketheopportunitiesclearthatexistfor
advancementandplaceaspotlightontheexistingemployeesthathavebeenpromotedfor
theirknowledgeandhardwork.
Basedonthearchivaldataprovidedbymanagement,thereappearstobeclearand
specificjobdescriptions.However,wheninterviewedabouttasksandresponsibilities,
employeeseitherreportedaverysmallamountofthedocumentedresponsibilities,or
listedregulardutiesthatdivergedfromthejobdescription.Althoughthereappearedtobe
abasicunderstandingoftheirrole,itwouldbebeneficialtoreviewthespecificlistedduties
toensureaclearunderstandingoftheholisticroletheyserveintheorganization.Itmaybe
worthreviewingthejobdescriptionswithmanagementandsubjectmatterexpertsto
determineifalltheresponsibilitiesareactuallyperformedbytheworkeroriftheyare
appropriatefortheposition.
Ourlastrecommendationisconcerningmarketingstrategy.FlyingSquirrelstarted
aspointofleisureforresidentsoftheCrashPadhostel.Theremightberoomforpromoting
theFlyingSquirrelasakeyspotfortravelersandoutdoororientedlocals.Contactingtravel
bloggerswiththeintentfeaturingFlyingSquirrelinthesetypesofsitescouldhelppromote
boththebarandhostelasaChattanoogahighlightforthisselectmarket.Stayingconnected
withlocalChattanoogaorganizations,likeclimbingcentersandthespecialtybicycleshops,
willalsoensureacrediblereputationwiththeircustomers.Webelievethatthese
recommendations,althoughminor,willhelpensurethecontinuedsuccessofFlying
Squirrel.
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References
Balzer,W.K.,Kihm,J.A.,Smith,P.C.,Irwin,J.L.,Bachiochi,P.D.,Robie,C.,Sinar,E.F.,&
Parra,L.F.(1997).Users'manualfortheJobDescriptiveIndex(JDI;1997Revision)
andtheJobInGeneralscales.BowlingGreen,OH:BowlingGreenStateUniversity.
Nadler,D.,&Tushman,M.L.(1975).Adiagnosticmodelfororganizationalbehavior.
ColumbiaUniversity,GraduateSchoolofBusiness.
Schaufeli,W.B.,&Bakker,A.B.(2003).Utrechtworkengagementscale:Preliminary
manual.OccupationalHealthPsychologyUnit,UtrechtUniversity,Utrecht.
Smith,P.C.(1969).Themeasurementofsatisfactioninworkandretirement:Astrategyfor
thestudyofattitudes.
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AppendixA
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AppendixB
OrganizationalAssessmentInterview
Position:_____________________________________
o FocusGroup o IndividualInterview
1) Howwouldyoudescribethemissionofyourcompany?
2) Whataretheprimaryresponsibilitiesofyourposition?
3) Whattasksdoyouspendthemostamountoftimedoing?
4) Whattasks/responsibilitiesarethemostimportant?
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AppendixC
Purpose of the Survey:The purpose of this survey is to identify aspects of your job and work environment that may benefit from future changes.What will be done:If you agree to participate you will fill out a survey, which will take no more than 10 minutes of your time. This survey includes questions about your work environment and feelings about your job. Some demographic questions are also included to understand differences between the positions at your organization.Benefits of this Survey:Your participation will lead to greater understanding your job and work environment, which could aid future development of the Flying Squirrel and/or the Crashpad.What are the risks to me?The risks of this survey are anticipated to be limited to the inconvenience of taking the survey. If you feel uncomfortable with a question, you can skip that question or withdraw from the survey altogether. If you decide to quit at any time before you have finished the questionnaire, your answers will NOT be recorded. We can only make use of fully complete surveys, however, so we greatly appreciate your full cooperation.Confidentiality:Your responses will be kept completely confidential. You will be assigned a participant identification code, and this is the only identification that will be associated with your survey responses (we will not be asking for your name). Only the researchers will see your individual survey responses and these responses will be stored in a locked storage room.Decision to quit at any time:Your participation is voluntary; you are free to withdraw your participation from this survey at any time. You also may choose to skip any questions that you do not wish to answer.Contact information:If you have concerns or questions about this survey, please contact us at [email protected] or 678-936-8145. By completing and returning this survey, you acknowledge that you have read this information and agree to participate in this research, with the knowledge that you are free to withdraw your participation at any time without penalty. Thank you in advance for your assistance and participation.
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What is your current position title?
How long have you worked in the position indicated above, at Flying Squirrel?
2 / 9 22%
Prev Next
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Job in General Think of your job in general. All in all, what is it like most of the time? Beside each word or phrase below, choose“Yes” if it describes your job“No” if it does not describe it“?” if you cannot decide
Good Yes No ?
Undesirable Yes No ?
Better than most Yes No ?
Disagreeable Yes No ?
Makes me content Yes No ?
Excellent Yes No ?
Enjoyable Yes No ?
Poor Yes No ?
3 / 9 33%
Prev Next
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Work on Present Job Think of the work you do at present. How well does each of the following words or phrases describe your work? Beside each word or phrase below, choose “Yes” if it describes your work “No” if it does not describe it “?” if you cannot decide
Fascinating Yes No ?
Satisfying Yes No ?
Good Yes No ?
Exciting Yes No ?
Rewarding Yes No ?
Uninteresting Yes No ?
4 / 9 44%
Prev Next
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Pay Think of the pay you get now. How well does each of the following words or phrases describe your present pay? Beside each word or phrase below, choose “Yes” if it describes your pay “No” if it does not describe it “?” if you cannot decide
Barely live on income Yes No ?
Bad Yes No ?
Well paid Yes No ?
Underpaid Yes No ?
Comfortable Yes No ?
Enough to live on Yes No ?
5 / 9
56%
Prev Next
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Opportunities for Promotion Think of the opportunities for promotion that you have now. How well does each of the following words or phrases describe these? Beside each word or phrase below, choose “Yes” if it describes your opportunities for promotion “No” if it does not describe them “?” if you cannot decide
Yes No ?
Good opportunities for promotion Yes No ?
Opportunities somewhat limited Yes No ?
Dead-end job Yes No ? Good chance for promotion Yes No ?
Fairly good chance for promotion Yes No ?
Regular promotions Yes No ?
6 / 9
67%
Prev Next
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Supervision Think of the kind of supervision that you get on your job. How well does each of the following words or phrases describe this? Beside each word or phrase below, choose “Yes” if it describes the supervision you get on the job “No” if it does not describe it “?” if you cannot decide
Praises good work Yes No ?
Tactful Yes No ?
Influential Yes No ?
Up to date Yes No ?
Annoying Yes No ?
Knows job well Yes No ?
7 / 9 78%
Prev Next
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The following 10 statements are about how you feel at work. Please read each statement carefully and decide if you ever feel this way about your job. If you have never had this feeling, select the ‘0’ (zero) in the space below the statement. If you have had this feeling, indicate how often you feel it by selecting the number (from 1 to 6) that best describes how frequently you feel that way.
Never Almost Never Rarely Sometimes Often Very Often Always
At my work, I feel bursting with energy
At my job, I feel strong and vigorous
I am enthusiastic about my job
My job inspires me
When I get up in the morning, I feel like going to work
I feel happy when I am working intensely
I am proud on the work that I do
I am immersed in my work
I get carried away when I’m working
At my work I always persevere, even when things do not go well
8 / 9 89%
Prev Next
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Lastly, if there are any other areas related to your job that you think require improvement, please describe them below.
9 / 9 100%
Prev Done
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AppendixD
FlyingSquirrelTrainingProgram
HIRING PROCESS
1. Hiring the right people a. Guidelines to source and recruit the type of people we want to hire.
i. Using Facebook, Craigslist, word of mouth, etc. Start with our peers and current staff to find interested people.
ii. Recent, relevant experience iii. minimum X years in the service industry
b. After meeting minimum requirements set forth by management, set up a formal interview. (interview effectively)
2. After employee has been notified of employment: a. Availability of first day b. Send an introductory email stating:
i. First day of work ii. roughly how our training process works iii. instructions to log in to Hot Schedules iv. Important paperwork needed at start of first shift v. what to wear / bring to work
HELPING STAFF SUCCEED
1. Define the job a. Document job profiles (should we make?)
2. Follow a standard orientation process a. Introductory email (outlined above) b. First shift, show up 30 min. early to get paperwork in order and go over the Crash
Pad Hospitality handbook. c. Go over the training “compact” -- (seen below)
3. Document clear performance expectations / timeline a. Crash Pad Hospitality “passport”
4. Provide effective training a. In turn, we need effective trainers
i. incentives for trainers? ii. meet with everyone who will be training new employees beforehand to go
over all expectations and paperwork. b. Make sure we are working with the trainers and holding to the CPH passport /
guidelines 5. Provide informal feedback on a daily, weekly basis
a. Check in with a manager before leaving to see how the shift went 6. Provide written, formal feedback at least annually (self evals -- should document better
when someone starts to have these every 6 months)
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TRAINING COMPACT Something both the trainer and trainee sign at the start of the training process. These could obviously be edited, but Zingerman’s uses this: TRAINER AGREES TO:
1. Document clear performance expectations 2. Provide training resources 3. Recognize performance 4. Reward Performance
TRAINEE AGREES TO:
1. Take responsibility for the effectiveness of their training This is all documented and kept track of by the employee’s training “passport,” which outlines all of their training expectations, the resources needed to complete these, where to find them, and when they should be completed by. Whenever something is completed, the trainer can sign off on the passport -- to be sure all of our bases are covered and all of the information is being presented properly. Having this all outlines as well as the knowledge we expect our staff to have on these passports gives our trainees something to work for and something to look forward to. Having goals clearly defined and an end goal in sight will keep people interested and psyched. This will also serve as a way to track our trainees progression. Meeting with the trainee and trainer at the end of each shift to recap would be useful as well. To have a more organized training schedule and to make sure everyone is being given all important information, I think that the following should be printed out and included in everyone’s training packet: (some of this we will need to create, but we probably should…)
1. Server Training Document FOR THE TRAINER that clearly outlines the trainee’s passport and all necessary information to be covered by the trainer.
2. Table number map (with seat numbers) 3. Opening Checklist (for servers or bartenders - depending on the position). 4. Wine bible (already done, but could likely use some updating) 5. Our current wine menu given with the wine bible 6. Basic beer styles guide (for someone newer to craft beer) 7. Our current beer menu given with the guide 8. Menu Descriptions 9. Our current food menu given with descriptions 10. Cocktail Recipes 11. Our current cocktail menu 12. Closing Checklist
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Here is an example of what our training passport could look like: Day 1 At the end of day one, you should know:
- Where to park / enter the building / keep your belongings - The order in which to do opening duties, as well as how to perform them - The set up of all server stations and how to re-stock them - The table numbers and seat numbers for the entire restaurant - How to use the computer system (Aloha) - Our service expectations
- Our discounts (employee discounts, table discounts, etc.) - Our greet times - Bussing and prebussing importance - Our walkout policy
- Our wine, beer, and food expectations (and where to find these resources) - Side work to be completed when you are cut
Knowledge Area
Tasks Training Vehicle Tests / Measurement
Sign Off Date
Orientation Sit with Manager and go over all paperwork
30 min. prior to first shift with manager
passport stamped
Go over CPH handbook
30 min. prior to first shift / take home and review
passport stamped
Welcome to work!
Go over Server Training Doc. modified to represent Entering / Exiting the building - server sections
Trainer on Day 1 passport stamped
Opening the restaurant
Go over opening the restaurant with trainer
Trainer on Day 1 passport stamped
Go over opening priorities (what needs to get done when, etc.)
Trainer on Day 1 passport stamped
Tour de mop closet, liquor locker, dry storage, server stations, etc.
Trainer on Day 1 passport stamped
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Table Numbers
Learn all table numbers
Table Map given out
Table Number test at the end of Week 1
Aloha Training
Cover all Aloha bullets in Server Training doc.
Trainer on Day 1 passport stamped
Service Expectations
Cover all points on Server Training doc.
Trainer on Day 1 passport stamped
Walkout policy
Cover all points on Server Training doc.
Trainer on Day 1 passport stamped
Misc. FAQs about TFS
Cover all points on Server Training doc.
Trainer on Day 1 passport stamped
Wine expectations
Know all of the wine we offer by the glass and by the bottle
Wine handout / email
Wine knowledge test at the end of training
Beer expectations
Basic knowledge of beer styles and what we carry
Beer handout (basic beer styles, along with a copy of our menu)
Beer knowledge test at the end of training
Food expectations
Knowledge of all menu items.
Menu descriptions Menu test at the end of training.
Tour of kitchen and food
Chef one on one time
passport stamped
Shift Meal! Try something new!
Free food and passport stamped
When you’re cut
Check with closing server, complete sidework, run checkout
Trainer on Day 1 passport stamped by manager
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Day 2 At the end of day two, you should know:
- How to work your way onto the floor in the middle of service - what the SA position is all about; what it entails and the job responsibilities - How to deal with complaints or other issues with customers - How to close down the restaurant, and the order in which to do closing tasks
Knowledge Area
Tasks Training Vehicle Tests / Measurement
Sign Off Date
Welcome (back) to work!
Check service board and 86 board.
Meet up with trainer
passport stamped
Work with trainer on the floor
Trainer passport stamped
Food knowledge
Shift Meal! Try something new!
Free food and passport stamped
SA position Understand the purpose behind an SA and what they do
Trainer on Day 2 passport stamped
Complaints Understand how to deal with customer complaints
Trainer on Day 2 passport stamped
Closing down the restaurant
Closing checklist and how we close down the restaurant
Trainer on Day 2 passport stamped
Notes:
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Day 3 At the end of day three, you should know:
- An in depth understanding of our food menu - All of our cocktails and their presentation - A better understanding (if you didn’t already have one) of beer styles and our beer
menu. - All of our pours (liquor, wine, beer)
Knowledge Area
Tasks Training Vehicle Tests / Measurement
Sign Off Date
Food Knowledge
Hang with Chef on expo.
Chef Passport stamped
Shift Meal Try something new
Free food!
Cocktail Knowledge
Hang in the well to watch drinks go out (time permitting)
Bartender Passport stamped
Beer / Wine / Cocktail Recap
Meet with manager to go over our menus and any questions
Manager Passport Stamped
Know our wine pours
Manager Passport Stamped
Understand and know our beer pours
Manager Passport Stamped
Notes:
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Day 4 At the end of Day 4, you should:
- Feel comfortable serving our guests! - Feel prepared to answer any questions about our menu - Understand how to deal with complaints or other issues that may arise on the floor - Get a better understanding of the restaurant’s pace and how to succeed here
Knowledge Area
Tasks Training Vehicle Tests / Measurement
Sign Off Date
You’re running the show!
You are the server tonight and your trainer will follow YOU!
Your trainer Passport stamped
Shift Meal Try something new
Free food!
Recap Check out with Manager
Manager Passport stamped
Day 5 At the end of Day 5, you should:
- Understand how the SA shift works and feel comfortable helping your peers
Knowledge Area
Tasks Training Vehicle Tests / Measurement
Sign Off Date
SA shift Work a brunch SA shift
YOU! Passport stamped
Food Knowledge
Shift Meal Try something new
Free food!
YOUR FIRST SHIFT AS A SERVER WILL BE NEXT WEEK. To complete your training, you must come in 20 minutes before your scheduled shift, which is:
________________________________________________ to take a menu test. After you have passed the menu test, you will be approved to pick up additional shifts, trade shifts with your peers, and be on the floor full time.
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Introductory email: We are so excited to have you join us at The Flying Squirrel! First things first. When are you available to start training with us? Our training process is pretty straightforward -- Your first week will consist of 4 training shifts concluded with an exam. Tues. or Wed. -- opening Wed. or Thur. -- closing Friday -- being shadowed Sunday -- SA Your exam will cover the information you have been provided in your training material (table and seat numbers, basic beer knowledge, our wine program, our cocktail program, and our menu). For your first day of work, please bring with you 2 forms of identification (for your I9). If you have a passport, that will cover both forms of ID, otherwise, please bring your drivers license and your birth certificate or social security card. We also require an up to date ABC card. If you wish to enroll in direct deposit, please bring a voided check with you as well. When you show up to work, please park in the rear of the building (Passenger Street) -- you can enter through the back cedar doors into the kitchen. Let me know if you have any questions or concerns -- Have a great week! We use Hot Schedules to send out weekly schedules. I have just added you to our system -- For log on purposes, your user name is: and the password is:. Please let me know if you have any difficulty logging in or viewing your schedule and I can help you. For all future scheduling requests or requests off, and to trade, release or pick up shifts, you can use Hot Schedules.
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13. Server Training Document FOR THE TRAINER that clearly outlines the trainee’s passport and all necessary information to be covered by the trainer.
14. Table number map (with seat numbers) 15. Opening Checklist (for servers or bartenders - depending on the position). 16. Wine bible (already done, but could likely use some updating) 17. Our current wine menu given with the wine bible 18. Basic beer styles guide (for someone newer to craft beer)