How do hotel managers do a good job in employee performance evaluation-What are the common mistakes in performance evaluation?

How do hotel managers do a good job in employee performance evaluation-What are the common mistakes in performance evaluation?

How to do a good job in enterprise performance management has always been a research topic for human resources workers. The importance of performance evaluation is self-evident for improving employees' performance, correctly selecting talents and rationally distributing wages and bonuses. Face, let me tell you how hotel managers do a good job in employee performance appraisal and the common mistakes in performance appraisal. Come and have a look!

Hotel managers do a good job in employee performance evaluation method 1. Take the written test as an important evaluation standard. It is one of the most authentic and practical references to set different knowledge points according to different job division and qualifications and get written test results. Moreover, employees in all positions and at all stages can conduct such assessments.

2. Catering is a highly operational industry: cashier, reception, kitchen, front office service, etc. , there are a lot of actual operation items, which can be regarded as the assessment of actual operation. There are also some things, such as cleaning and hygiene, appliance use and so on. , can be used as a routine assessment content, as long as carefully classified, phased, hierarchical, you can get good assessment results.

3. Pay attention to the training of training evaluation, including training managers, evaluating cognition and evaluating psychological education; The second is to cultivate employees' evaluation consciousness. Make a clear theme: the purpose of evaluation is not to punish employees or shield them, but to let employees know their growth path and managers know their subordinates, thus narrowing the gap between wrong behavior and work standards.

4. Improve employee evaluation files, employee training files, and constantly file evaluation performance files, which will help to fully understand employees.

5. Catering personnel are highly mobile, and many times you will feel that the plan can't keep up with the changes, so you can make a variety of combinations of catering assessment, such as March, June, September and 65438+February, which are the annual centralized assessment months of the company, and personnel at all levels and stages can conduct unified assessment. The assessment of grass-roots employees is divided into: induction training and assessment; Post knowledge, operation training and assessment. The assessment method is: written test+operation. The assessment of grass-roots store managers is divided into: post knowledge, operation training assessment, management training knowledge course assessment and credits. The assessment method is: written test+operation+human evaluation meeting.

6. People's evaluation refers to the participation of shops or senior managers. The evaluation process for middle-level managers and on-site managers is generally within half an hour, mainly for grass-roots managers in this position, with various questions and answers and scoring.

7. The assessment can also adopt the company's hard work and employees' initiative, so that employees have the motivation to learn by themselves. Because the assessment is generally linked to the bonus or salary structure. If employees are not assessed, they cannot get better treatment. Therefore, the store encourages employees to participate in the assessment and even take the initiative to participate in a higher level assessment.

8. Open the test results, inform employees of the correct test methods and learning methods in time, and encourage employees to take it to the next level. This assessment embodies fairness and justice, and also gives managers a certain pressure to learn. They will constantly demand their own progress, thus gradually forming a team with learning ability.

9. Many employees don't like to participate in evaluation, or don't care about evaluation for several reasons: A lacks fairness and justice, is not open, and is suspected of black-box operation; B was dismissed after the evaluation, thinking that the manager was mystifying, just making excuses for deducting wages; C the evaluation topic is too difficult to achieve. At this time, the exemplary role of managers and even higher levels is crucial. It is necessary to prove that these evaluations are achievable, helpful to work and helpful to employees. D. The assessment has no factual basis and is too virtual. For example, there are many similar words such as team cohesion, expression ability and communication ability, and the manager has not given a clear definition of this assessment, which cannot give employees a sense of conviction; E without the guidance of assessment, lacking the sense of purpose and direction of assessment, not linked to salary performance, employees feel that taking the exam is the same as not taking it. These are also the concerns that employees need to dispel in their daily training.

10. Unconventional training, assessment or testing can also be used as one of the bases for comprehensive assessment of employees, such as: assessment results of students in team training courses; Students' performance in outward bound training; Or project management courses, students' assessment results, etc. Can be included in the employee's information for the record.

Common mistakes in performance evaluation: cruel mistakes

Contrary to well-meaning misunderstanding, most managers of this type keep their employees' scores too low.

average error

Some managers ignore the performance of employees, or even simply ignore the understanding of their real working conditions, and rate all employees as average.

Because the flow of managers and employees in the catering industry is ordinary, the above kinds of mistakes frequently appear in the evaluation of the catering industry. One of the reasons is that the evaluation of employees often depends on the manager who presides over the evaluation rather than the actual performance of employees.

Recent impression error

People often remember recent events. Before job evaluation, managers often remember employees' recent job performance, but rarely consider employees' past job performance. Otherwise, employees' job evaluation is often based on their recent work. As a result, the difference of evaluation is also fluctuating and random.

Invariant error

Managers tend to evaluate employees' current job performance based on past evaluations. If the employee's past evaluation score is high, but the current score should be lower than this value, but managers often evaluate employees according to the past scores. Similarly, although employees with low scores in the past are outstanding at present, managers will take low scores in the past as the basis. Such evaluation results can't urge employees to improve their work.

Halo effect error

When managers evaluate employees positively according to their single characteristics, manners or behaviors, they often have such a halo effect. For example, an employee's performance in the month was not outstanding, but he was rated as an excellent employee because he found a customer's mobile phone and handed it in voluntarily; Or a customer complaint handling effect is ideal, just seen by the manager. It is easy to produce such a halo effect, and managers often make exaggerated or even wrong assessments based on these short-term or instantaneous flashes.

A merciful mistake

Managers sometimes get in the way? Have mercy? Overestimate employees. For example, we often see that most employees are rated as middle managers, while some managers may be more constrained by emotions and give higher scores. So the overall score is higher.

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