Comprehensive Performance Management Report: Restaurant Manager Role

This report delves into the intricacies of performance management within the hospitality sector, specifically focusing on the role of a restaurant manager. It begins by outlining crucial recruitment objectives, emphasizing the importance of attracting highly qualified and experienced candidates who align with organizational goals. The report then details key performance indicators (KPIs) used to measure the effectiveness of the manager, such as customer satisfaction, process efficiency, and employee delegation. It provides a comprehensive job specification for a hotel manager, including main duties and responsibilities. The report explores various advertising methods for vacant positions, including company websites, online job boards, and print media. It also examines the structure of a typical interview process, including time allocation and key questions, and emphasizes the significance of providing timely feedback to candidates. Finally, the report recommends a structured approach to recruitment and performance evaluation, highlighting the importance of a 60-minute interview to assess candidates effectively. The report concludes by emphasizing the critical role of effective recruitment in human resource management.

Performance Management

Table of Contents
INTRODUCTION...........................................................................................................................1
Recruitment objectives...........................................................................................................1
Specification of the performance standard with the help of KPIs..........................................1
Job specification.....................................................................................................................3
Job advertisement...................................................................................................................4
Interview structure..................................................................................................................4
Feedback.................................................................................................................................5
Recommendation....................................................................................................................5
CONCLUSION................................................................................................................................5
REFERENCES................................................................................................................................6

INTRODUCTION
Performance management is a process by which an organisation tries to find out that how
the employees are working, where they are lacking, where they need improvement and training
etc. It is the way by which firm can enhance the efficiency of their workers and make them
capable to put their maximum efforts. The report is going to cover the recruitment objectives, job
specification of the hotel manager, interview structure etc.
Recruitment objectives
 Highly qualified and experienced candidate in hotel industry
 Effectiveness in matching the organisational goals
 Able to spread the awareness about the venture
 Find the best people for the venture who can work well for the business
 Able to meet the salary requirement
 Able to build trust in the venture
 Select the best strategies for growing and developing the venture
 Conducting a fair and legal search
Specification of the performance standard with the help of KPIs
There are many indicators of KPIs which can be used in specifying the performance of restaurant
manager. These will be helpful because KPIs is termed to be Key Performance Indicators. These
are the indicators which show about the effectiveness of goals and strategies of the business
(Cascio, 2018). Each organisation has different KPIs in accordance with the performance
standards. These indicators have some characteristics and are quantitative in nature. They can be
represented in the form of numbers. Moreover, these are practical which make relation with the
goals and objectives of the company. In addition to this, they are directional (Parmenter, 2015).
They give directions to find if the company is getting better or not. However, they are actionable
in nature. They can be used in the activities and operations to implement the change and get the
effective and desired results.
There are various key performance standards which can be used in relation to restaurant
manager. Those indicators are as follows:
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 Present customers- It finds out the number of present customers who are dealing with the
company and the manager. This will be presented on the basis of quantitative nature. It
will make the manager to know that how many employees will be needed to fulfil the
requirements of those consumers (Wu and Yang, 2017).
 Selecting the process- It is the duty of the restaurant manager to find out the best process
which will be most suitable for recruitment of new employees. The procedure of hiring
the workers should be in accordance with the requirements of company. This indicator of
key performance will show the specific performance standard of restaurant manager.
 Delegation of duties- It is the responsibility of the manager to delegate all the duties to
employees while the process of recruitment will take place. This will make the workers
to do their work in the proper manner. With the help of this indicator, performance
standard of restaurant manager will be clearly specified.
 Taking the suggestions- Suggestions can be taken from other employees to select the best
process which will be helpful in hiring the new workers. This will make the performance
of recruitment more effective (McGoldrick and Arrowsmith, 2017).
 Understanding customers- Customers are very important part of the company. It is the
duty of the manager to interact with the consumers and find the needs and requirements
of them (Bai and Sarkis, 2014). After finding those requirements, it will also help the
business to hire the best employee which will be most suitable for the vanacnt job
position.
 Specified knowledge- The restaurant manager should have the specified knowledge of all
the activities and technologies which are performed in the organisation. If the candidate
has all the qualities which are required for the post, then it will make the company to
satisfy all its customers. Customer’s satisfaction is very important which can be only
gained if the manager will have adequate knowledge to handle them. The individual also
have to know about using the different types of technologies which are available in the
business. This will make them increase their performance level and growth of company.
These are some key indicators which can help in specifying the performance standards
for restaurant manager.
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Job specification
Job title: Hotel Manager
Place of work: Restaurant Hilton
Report to: All the managers of the restaurant
Job purpose: All at the reception, restaurant and Bar
Job purpose: To manage and supervise the junior restaurant team
Main duties
 Be Able to maintain, promote and enhance the customer base aand able to communicate
the information to the customers which is mandatory to inform
 Need to ensure that all the products and services are made with the proper quality
 Need to supervise that excellent services are offered to the customers.
 Manage and supervise the team effectively, ensure that customers should have excellent
dining experience.
 Need to supervise that employees deal with the customers effectively (McGoldrick and
Arrowsmith, 2017).
 Maintain and develop the customer service and able to convey the attitude to all the team
members.
 Maintain the high standard of personal hygiene and appearance.
 To communicate the recruitment need to the human resource manager so that timely
recruitment can be done.
 Need to ensure that qualified person is being appointed in the organisation at the vacant
position (Chiang and Saw, 2018).
 To support all new starters in the department.
 To supervise all the employees at the reception area as well as cloakroom and doormen.
 To ensure that all the members are properly dressed and presented so that effective and
efficient services are provided to the customers.
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 To find the different problems faced by the team members and solve them as soon as
possible.
Job advertisement
There are several ways by which advertising can be done when the venture is having
vacant job position in the business such as advertisement at TV, newspaper, magazine, online
recruitment portal such as Shrine, Naukri etc. The ways by which advertisement can be given are
as follows:
Company Websites: This is the most effective way by which firm can advertise their vacant job
position. It is being known that there is large number of people who used to visit the website of
the organisation in order to collect the information (Leduc and Liu, 2017). On their website, they
can post different vacancies on the Career category.
Online Job Boards: This is also one of the effective way by which organisation can advertise
their vacant job position. It is the board where many organisations post their vacancy in order to
reduce the cost of recruitment. Top job boards can cost over $400 to post a single position so it is
very cost effective technique (Verwaeren and Baeten, 2017). If the organisation is posting
different job positions, then it can reduce the per-posting cost.
Print Media: This type of media is mostly used by every organisation because it helps them to
cover mass media. With the help of this method, various applicants can be collected and it
becomes easy for the venture to select the best candidate for them.
Interview structure
The interview will be conducted for 30 or 60 minutes. It is very significant for the
interviewer to control the conversation and collect more information from the candidate. When
the interview is guided, then it can be called as a good interview (Deming and Kahn, 2018). A
general rule of thumb is the 80/20 rule, the candidate should be doing 80% of the talking and the
interviewer, 20%. Other than that, question which is being asked by the interviewer should be
very much job specific.
When the interview is conducted for 30 minutes
 Opening: 3 Minutes
 Serving information: 5 to 10 Minutes
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 Gathering information: 15 to 20 Minutes
 Closing: 2 Minutes
When the interview is conducted for 60 minutes
 Opening: 5 Minutes
 Serving information: 10 to 20 Minutes
 Gathering information: 30 to 40 Minutes
 Closing: 5 Minutes
Feedback
It is very significant for the interviewer to communicate the feedback to all the
candidates so that they can be aware weather they have been selected for the venture vacant job
position. This is very tough task for the interviewer because he need to communicate who have
been selected and who have been not (Wille and Derous, 2017). So interviewer may
communicate the message with the help of email so that he or she need to face the sad faces.
This is very effective way by which feedback can be communicated.
Recommendation
 When the organisation is going to plan the objectives of recruitment, he should plan them
in specific manner so that clear statement can be communicated
 When it comes to the restaurant manager, firm should take interview of 60 minutes so
that he or she can able to know the person very effectively (Cascio, 2018). This is a very
significant task because manager is the one who is responsible for various activities.
CONCLUSION
It can be concluded from the project report that recruitment plays a very significant role
in the human resource management and selecting the best candidate for the venture. When it is
concerned about the restaurant manager, there are several roles and responsibilities need to fulfil
by him or her, so that recruitment should be done very effectively.
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REFERENCES
Books and Journals:
Breaugh, J. A., 2017. to Recruitment. The Wiley Blackwell Handbook of the Psychology of
Recruitment, Selection and Employee Retention. pp.12.
Cascio, W., 2018. Managing human resources. McGraw-Hill Education.
Chiang, C. I. and Saw, Y. L., 2018. Do good looks matter when applying for jobs in the
hospitality industry?. International Journal of Hospitality Management. 71. pp.33-40.
Deming, D. and Kahn, L. B., 2018. Skill Requirements across Firms and Labor Markets:
Evidence from Job Postings for Professionals. Journal of Labor Economics. 36(S1).
pp.S337-S369.
DeVaro, J. and Gürtler, O., 2018. Advertising and Labor Market Matching: A Tour Through the
Times. Journal of Labor Economics. 36(1). pp.253-307.
Leduc, S. and Liu, Z., 2017, November. The Weak Job Recovery in a Macro Model of Search
and Recruiting Intensity. Federal Reserve Bank of San Francisco.
McGoldrick, A. E. and Arrowsmith, J., 2017. 5 Discrimination by age: the organizational
response. Revival: Ageism in Work and Employment (2001).
Verwaeren, B. and Baeten, X., 2017. Getting bang for your buck: The specificity of
compensation and benefits information in job advertisements. The International Journal of
Human Resource Management. 28(19). pp.2811-2830.
Wille, L. and Derous, E., 2017. Getting the words right: when wording of job ads affects ethnic
minorities’ application decisions. Management Communication Quarterly. 31(4). pp.533-
558.
Wu, J. and Yang, J., 2017, June. Are big data talents different from business intelligence
expertise?: Evidence from text mining using job recruitment advertisements. In Service
Systems and Service Management (ICSSSM), 2017 International Conference on. IEEE.
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