BSBHRM506A Manage Recruitment Selection and Induction Task 3 Sample Assignment

Induction process project

BSBHRM506A _task3

Manage recruitment selection and induction

Contents

• Induction program Time table
• Introduction
• Induction policy statement and objectives
• Induction Training and support

- Organisation profile

- Mission

- Vision

- Value

- Organisation Policies & Procedures

- Standards of Conduct

• Training tasks of Delight Café

- Equipment and mechanical aids

- Work organization and practices

• Training Process

- WHS management

- Legislation, codes of practice

- Identifying hazards, and assessing and controlling risk

• Probation procedure

- Purpose of a Probationary Period

- An on-boarding program

- Performance Feedback

- Guide to Performance Feedback Meetings

- Prior to the End of the Probationary Period

- Successful completion of probation

• Appendix

- Induction Program Checklist

- Evaluation form

- Probation review form for support staff

• Bibliography

Induction program Time table

The induction program lists suggested activities to be covered from day one through to the end of probation.

Introduction

This operations Standards Induction program is written for the nes employees of Delight Cafe, primarily for those employees involved in the day to day operations of our restaurant. This document is designed to serve multiple purposes. It is a source of information, a reference, a guide and training tool in the effective and successful operation of Delight Restaurant.

This Induction manual contains vital information as it related to the standards, procedures, processes, product, business methods and some key area of operational support needed for the daily operation to ensure we meet the expectantly of our customers.

It is the ongoing job of the induction manual and support team to ensure that it is regularly reviewed, updated, and that is accurately reflects changes to law, technology, and equipment and product specifications and modifications.

Induction policy statement and objectives

The Delight Restaurant is committed to welcoming new staff and helping them to settle in as soon as possible to enable them to become fully productive and engaged with the Restaurant community.

Induction of staff at Delight Restaurant is a transitional process to welcome new staff and form a solid foundation of support and involvement for all staff. It integrates the provision of information on major facets of the Gourmet restaurant and is intended to be of value to the individual and the organisation.

The objectives of staff induction are to:

· Provide relevant information, support and welcome to new staff to make them feel valued, confident and comfortable in their new environment and able to contribute fully as soon as possible;

· Complete administrative procedures as soon and as smoothly as possible for new staff to start work and receive pay, as well as comply with relevant legislative requirements such as OH&S responsibilities;

· Enable new staff to understand and achieve what is expected of them during their probationary period of employment;

• Initiate the process of linking new staff with other staff.

· Provide feedback and ensure 2-way communication between you and your employee ask questions, plan exercises, work activities and discussion to make the learning active and participative

• Recognise and reward progress to encourage and reinforce learning

· Use training methods and aids that cater for different learning preferences

· Use meaningful material and examples that are relevant and appropriate to the employee

· Allocate time for summarising, revision, review and practice

· Consider that things learnt first and last are usually better remembered and recalled

· Be flexible in your delivery methods and timing

• Consider individual learning needs

Induction Training and support

Organisation profile

On behalf of our Delight team I would like to welcome you as our latest new team member. We are proud to have you on our team and we hope you will have a great time here at the Delight fine Dining. Over the last couple of weeks, our team has been expanding rapidly, and all hosts will have a chance to get to know each other in a new environment. As this restaurant is build entirely new, most of the set-up is new and might not be ready at this stage, but we ask for your help in completing all works so our job will be easier and more fun.

Delight Team is one of the largest operations within Sydney and therefore we need to keep the communication flowing and most important of all, we have to be a strong, confident and fun team. This induction booklet gives you a brief overview on our department and can hopefully be of help to you if you need to know anything. As our head office will evolve with the times ahead and once we learn more from our customers, some of the standards or best practices might change. We wish you a great future with us and looking forward to a happy, healthy and long-lasting team work.

Mission

Delight cafes serve competitively priced, high quality coffee and gourmet food in a safe and comfortable cafe-style environment. Our friendly, well-trained staffs provide superior customer service.

Vision

Delight cafe aims to deliver our valued customers the very best cafe-going experience. In three years, the business will have established a presence across the Queensland and NSW, with the opening of additional cafes.

Value

• Customer-focus
• Safety
• Teamwork
• Performance excellence.

Strategic directions

The strategic context in which Delight Cafe will achieve its mission and vision is through:

• engaging with customers and customer research
• developing and improving products and quality

Organisation Policies & Procedures

Operating a restaurant requires small-business owners to implement several policies their employees must follow to meet health and safety regulations to ensure staff members perform their jobs to satisfaction to keep restaurant running smoothly.

• Food safety

Food safety is one of the most important tasks given to a restaurant manager and staff; policies and procedures must be followed in order to ensure that food-borne illnesses are not allowed to spread.

• Hand washing

The most important policy to follow is proper hand washing procedures. Hang a hand washing poster over each sink, and ensure that all team members follow it religiously.

• FIFO

When storing food, always follow the FIFO plan: First In, First Out. Newer food is to be stored behind or on the bottom of the stacks, leaving older food more likely to be used first.

• Dishwashing

Follow all state laws in regards to dishwashing procedures. Use a three sink method, utilizing wash, rinse and sanitize procedures. Keep test strips nearby to test sanitizer water frequently.

• Tables

Tables must be cleaned and sanitized after each customer. Sanitizer water should be kept in separate buckets for this use, and it should be changed frequently.

• Sick Employees

Employees with coughs, sneezing or other symptoms should stay home so as not to infect fellow workers.

• Temperature

Use digital thermometers to test food temperature frequently throughout the day. Cold food should be below 40 degrees, hot food above 140. Any food that is not within the desired range should be immediately discarded.

• Appearance

The appearance of restaurant employees reflects directly on the restaurant's standards. Advise all employees that they will be sent home to change or shower if they show up to work looking dirty. Allow employees to return permanently stained or damaged uniforms for a new clean version. Any employee whether they handle food or not, must be told to take their personal hygiene and cleanliness very seriously. Repeated offenses by an employee may require that you demote them to a back of house position where they will not come in contact with customers.

• Schedule

Each employee is responsible for knowing and adhering to the precise times written on the schedule. Make it understood that employees are to be in uniform and completely ready to perform job duties at their scheduled time. Any changes must be approved in writing at least 24 hours in advance by the manager. Employees who do not show up for a shift or get permission for missing it will permanently lose that shift from the schedule. Give equal treatment to all scheduled employees and never allow them to make their own adjustments and changes.

• Non-Discrimination

Delight Cafe is an equal opportunity employer. We will not tolerate discrimination based on race, sex, age, national origin, religion, sexual orientation, or disability. Employment decisions, such as hiring, promotion, compensation, training and discipline will be made only for legitimate business reasons based upon qualifications and other non discriminatory factors.

• Age Requirements

All servers, as per the law, must be at least 18 years of age. Employees under the age of 18 must comply with all federal wage and hour guidelines, no exceptions. The required work permits must be supplied when applicable

Standards of Conduct

Consistent with our Mission and values, it is important for all employees to be fully aware of the rules, which govern our conduct and behavior. In order to work together as a team and maintain an orderly, productive and positive working environment, everyone must conform to standards of reasonable conduct and policies of the Restaurant.

1. Supplying false or misleading information to the Restaurant, including information at the time of application for employment, leave of absence or sick pay.

2. Not showing up for a shift without notifying the Manager on duty. (No call, no show, no job)

3. Clocking another employee “in” or “out” on the Restaurant timekeeping system or having another employee clock you either “in” or “out.”

4. Leaving your job before the scheduled time without the permission of the Manager on duty.

5. Arrest or conviction of a felony offense.

6. Use of foul or abusive language.

7. Disorderly or indecent conduct.

8. Gambling on Restaurant property.

9. Theft of customer, employee or Restaurant property including items found on Restaurant premises. Including but not limited to soup and bread.

10. Theft, dishonesty or mishandling of Restaurant funds. Failure to follow cash, guest check or credit card processing procedures

11. Refusal to follow instructions.

12. Engaging in harassment of any kind toward another employee or customer.

13. Failure to consistently perform job responsibilities in a satisfactory manner within the 30 day orientation period.

14. Use, distribution or possession of illegal drugs on Restaurant property or being under the influence of these substances when reporting to work or during work hours.

15. Waste or destruction of Restaurant property.

16. Actions or threats of violence or abusive language directed toward a customer or another staff member.

17. Excessive tardiness.

18. Habitual failure to punch in or out.

19. Disclosing confidential information including policies, procedures, recipes, manuals or any propriety information to anyone outside the Restaurant.

20. Rude or improper behavior with customers including the discussion of tips.

21. Smoking or eating in unapproved areas or during unauthorized breaks.

22. Not parking in employee designated parking area.

23. Not entering and exiting the restaurant through approved entrance.

24. Failure to comply with Restaurant’s personal cleanliness and grooming standards.

25. Failure to comply with Restaurant’s uniform and dress equirements.

26. Unauthorized operation, repair or attempt to repair machines, tools or equipment.

27. Failure to report safety hazards, equipment defects, accidents or injuries immediately to management.

Training tasks of Delight Café

Injuries from hazardous manual tasks (Musculoskeletal disorders) are the highest cause of lost time injury to employees working in cafes and restaurants. While many injuries are caused by using force to lift, carry, push or hold objects, repetitive actions and sustained or awkward postures are also significant risk factors.

Examples of common hazardous manual tasks include:

• accessing and storing food, plates and other items above shoulder height, below mid-thigh and away from the body may lead to repeatedly adopting awkward postures;
• cleaning tables, work benches, kitchens and other service areas which may be repetitive and may lead to adopting awkward postures;
• washing pots and larger dishes which may require bending over and reaching into sinks, possibly with force while scrubbing;
• chopping and cutting food which can be repetitive and may lead to adopting awkward postures;
• lifting or carrying heavy, fragile and hot plates, food dishes or pots;
• lifting or carrying containers with liquids that may be hot (e.g. out/into fryers, stock);
• handling awkward or heavy loads (including moving deliveries or stock, accessing stored items)
• moving chairs and tables requiring repetitive actions and awkward postures;
• reaching into chest freezers which can lead to adopting awkward postures; and
• Exposing employees to prolonged or sustained postures can have a cumulative effect and lead to physical and mental fatigue and injuries.

Equipment and mechanical aids

• provide a wheeled dolly to move heavy items stored at floor level – dollies should have handles for pushing and/or be high enough that workers do not have to bend excessively to reach the item;
• use sack trucks;
• use mechanical aids or pumps to transport liquid waste such as oil;
• provide false bottoms in deep sinks to reduce awkward bending at the waist;
• where practicable, eliminate the task of reaching to access plates by using mechanical equipment such as a spring-loaded, heated plate dispenser in kitchen and or dining areas;
• transfer food straight from a pot to the plate or into smaller containers to carry to the serving area;
• provide rollers or conveyors to transport items within a set process;
• provide trolleys to transport food or large quantities of dishes (eg use four-wheeled trolleys with adjustable height or lockable castors, if needed);
• provide personal protective equipment such as appropriate gloves and non-slip shoes where required - gloves should have extra grip on palms and fingertips to reduce the gripping force needed to handle greasy dishes;
• provide utensils and knives with ergonomic handles and those that allow for power grips;
• provide machines and tools to reduce manual chopping of vegetables or buy pre-cut vegetables; and
• Provide long-handled brushes to reduce awkward postures when cleaning items or equipment.

Work organization and practices

• arrange delivery of goods close to the storage area;
• where possible, limit repetitive tasks such as cutting and cleaning by having varied tasks, job rotation and frequent breaks;
• keep a maintenance schedule of equipment such as knives and trolleys;
• store heavy items on shelves at waist height – consider the use of bulk storage bins on casters for items such as flour and rice;
• reorganize the layout of the kitchen to avoid twisting, reaching and other awkward postures;
• ensure employees’ clothing and footwear is suitable for working in a kitchen environment, e.g. slip-resistant footwear and clothing that is not restrictive;
• to avoid adverse effects of working in cool temperatures provide protective clothing, e.g. thermal gloves and jackets in cold storage areas; and
• Provide manual task training to all staff, including staff that can influence how manual tasks are performed – training should include the risk management approach and task specific training.

Training process

Who needs training, and where?

After it list the skills a particular position must know, identify what areas the employee actually requires training in. For most positions they will ideally be hiring people with at least some experience— if an employee already exhibits proficiency in an area on your training plan, it’s a waste of time and money to train them in that particular task.

How does run training

Demonstrating

Demonstration involves a trainer performing the tasks that trainees must learn. Trainees observe proper techniques to replicate later. Demonstration can be done in person or through training videos.

Shadowing

Shadowing is an interpersonal form of demonstration. The method involves trainees following around a mentor while the mentor performs his regular job duties. This gives the trainee a feel for the job before she attempts to perform her responsibilities. They also can observe how seasoned employees handle a variety of real-life scenarios.

Instructing

This is a passive form of training, in which trainees are given verbal or written directions for how to accomplish a task, with no demonstration. This type of training is good for reinforcing a portion of training that is hands-on.

Supervised Performance

Trainees receive hands-on experience by performing work tasks while being actively supervised by a trainer. The method allows the trainer to observe the trainee's progress and proficiency with the tasks. Also, the trainee can receive directed instruction and tips for performing steps that prove challenging. Supervised performance involves active participation on the part of the trainee, which increases information retention.

WHS management

WHS risk management is a systematic process for addressing hazards in the workplace. It is the process of:

- Identifying any foreseeable hazard - anything in the workplace that has potential to harm anyone at the workplace, eg moving parts in machinery, toxic chemicals, and manual handling tasks.

- Assessing the risk from the hazard - finding out how significant the risk is eg will it cause a serious injury, illness or death and how likely is this to occur?

- Eliminating the hazard or if this is not possible, controlling the risk from the hazard - implementing strategies to eliminate or control the hazard equipment differently, add machine guards, use safer chemicals, providing lifting devices to minimise manual handling or use personal protective equipment.

- Evaluating, monitoring and review - to determine whether control measures are effective in controlling the risk.

Relevant legislation, codes of practice

- Work Health and Safety Act 2012

- Work Health and Safety Regulations 2012

- Code of Practice: How to manage work health and safety risks

- Work Health and Safety (National Uniform Legislation) Act 2011

- Work Health and Safety (National Uniform Legislation) Regulations

- Code of Practice: How to manage work health and safety risks

- Occupational Health and Safety Act 2004

- Occupational Health and Safety Regulations 2007

- AS/NZS ISO 31000:2009 Risk Management - Principles and guidelines

Identifying hazards, and assessing and controlling risk

Hazard : Anything (e.g. condition, situation, practice, behaviour) that has the potential to cause harm, including injury, disease, death, environmental, property and equipment damage. A hazard can be a thing or a situation.

Hazard Identification : This is the process of examining each work area and work task for the purpose of identifying all the hazards which are “inherent in the job”. Work areas include but are not limited to machine workshops, laboratories, office areas, agricultural and horticultural environments, stores and transport, maintenance and grounds, reprographics, and lecture theatres and teaching spaces. Tasks can include (but may not be limited to) using screen based equipment, audio and visual equipment, industrial equipment, hazardous substances and/or teaching/dealing with people, driving a vehicle, dealing with emergency situations, construction. This process is about finding what could cause harm in work task or area.

Risk : The likelihood, or possibility, that harms (injury, illness, death, damage etc) may occur from exposure to a hazard.

Risk Assessment : Is defined as the process of assessing the risks associated with each of the hazards identified so the nature of the risk can be understood. This includes the nature of the harm that may result from the hazard, the severity of that harm and the likelihood of this occurring.

Risk Control : Taking actions to eliminate health and safety risks so far as is reasonably practicable. Where risks cannot be eliminated, then implementation of control measures is required, to minimise risks so far as is reasonably practicable. A hierarchy of controls has been developed and is described below to assist in selection of the most appropriate risk control measure/s.

Monitoring and Review : This involves ongoing monitoring of the hazards identified, risks assessed and risk control processes and reviewing them to make sure they are working effectively.

Probation procedure

What is Probation

Involves close supervision and monitoring of a staff member’s performance during the initial period of employment to establish whether there is an appropriate match between the person, the job and the work environment.

What is the purpose of a Probationary Period

The probationary period is an important part of the recruitment and selection process of new team members. This period is used for the continuing evaluation and assessment of a team member's suitability to their newly appointed position, and to assess a number of factors including suitability for the job, standards and behavior and culture fit.

Probation provides an opportunity for the close supervision, monitoring and assessment of a team member's work performance during the initial period of employment. The probationary period provides the first real opportunity to assess a new team member's demonstrated suitability for the job they were selected for, and for their ongoing employment.

A probationary period enables the manager and the new team member to identify relevant strengths and weaknesses in conduct and work performance and to take any necessary remedial action. It also allows the manager to assess how well the new team member is fitting into the role and gives them time to review and adapt training for the new employee.

Monitoring of the team member's performance during the probationary period ensures they are learning the tasks associated with the job correctly, are not picking up any bad habits, and are meeting expectations.

During the probationary period all relevant legislation such as discrimination, harassment, bullying, etc, applies to the employment, so the manager needs to apply all human resources policies to the employment.

An on-boarding program

To ensure new team members feel engaged, productive and part of the team from day one, creating the right induction experience whereby the employer aims to prepare and integrate new team members into the organization’s systems, culture and methodologies is advisable.

On a team member's first day a manager may wish to issue a welcome letter and go through induction materials to explain and work through the first week(s) of the team member's new role.

Performance Feedback

Throughout the probationary period, the manager should provide the team member with regular feedback on their performance. Feedback can be provided informally or during a formal meeting. When providing feedback whether formally or informally, it is important to address any concerns in a timely manner. So if a team member does something "right" or something "wrong" let them know immediately – do not "save up" any issues for the formal meeting.

Employers may wish to implement a process whereby new team members undertake a probationary period review at:

• 3 months (part 1- midway) and
• Prior to the completion of 6 months (part 2- final).

This provides both the team member and manager the ongoing opportunity to assess whether basic requirements of the position have been met and to measure performance against criteria such as personal qualities, quality of work, quantity of work, position knowledge, customer service, communication, problem solving and decision making, team work, work ethic and behaviour.

Guide to Performance Feedback Meetings

· Advise the team member that they may have a support person present at the meeting;

· Try to ensure the meeting takes place in a private location free from interruptions;

· Allow the team member to respond to the issues you have raised and provide them with the opportunity to discuss their performance and behavior;

• Ensure that the team member's responses to feedback is documented;

· Outline the expectations of the position and if not already done so, describe how the team member can work towards meeting these expectations;

· Encourage the team member to articulate their training/guidance needs and discuss how these can be achieved;

· Set measurable performance goals and if required allow reasonable and mutually agreed timeframes for improvement;

· Set an appropriate review date (no later than 4 weeks after the initial meeting);

· It is important that the team member understands that if work performance does not improve then his or her employment may be terminated;

· Keep a record of the meeting including dates, what was discussed and the agreed actions or outcomes. Provide a copy of this to the team member.

Prior to the End of the Probationary Period

Prior to the end of the probationary period, the employer will need to assess whether the team member's employment should be made permanent or whether the team member's appointment be terminated.

Successful completion of probation

On successful completion of the probation period and review, the relevant manager should issue a letter to the new team member confirming their ongoing employment.

Appendix1

Appendix2

Evaluation form

Induction Evaluation and Feedback Questionnaire

Please ask your new employee to fill out the following questionnaire towards the end of their induction programme. Managers should retain a copy and act on the comments relating to their induction procedures.

Appendix3

PROBATION REVIEW FORM FOR SUPPORT STAFF

Before completing this form you are advised to read the University’s Probation Policy & Procedure

PLEASE NOTE:

You are NOT required to submit a copy of this form to HR Services where the employee’s performance during probation is satisfactory. However, you MUST submit a copy to HR Services and seek the advice of your HR Manager as soon as possible if difficulties arise during the probationary period which mean that extending the probationary period and/or non-confirming the employee in post are possible outcomes. Non-reporting will result in the assumption that the employee’s probation period is progressing satisfactorily.

The line manager should ensure that the employee is given a copy of this document at each stage of their probation and should retain the original to monitor progress against set objectives at follow-up meetings.

Probation Record

PART 1: Initial meeting

This section should be completed by the line manager within a week of the employee commencing their employment.

PART 2 – First review (3 months) - a second copy of PART 2 of this form may also be used to conduct a 6-month review with an employee whose probationary period is 9 months)

To be completed by the Line Manager in discussion with the employee.

PART 3 – Final Review (6 or 9 months depending on Grade of employee)

To be completed by Line Manager in discussion with the employee.

PLEASE NOTE: At the final review meeting, the line manager should confirm verbally whether or not the employee has successfully completed their probationary period. HR Services will ONLY issue a letter to confirm the outcome of a probationary period where this follows an extension of the probationary period or where significant difficulties have arisen during the probationary period. In such cases, a copy of the completed probationary review form should be sent to HR Services ) to trigger issuing of the confirmation letter.

Bibliography

1. Staff induction and probationary review Retrieved from http://www.business.vic.gov.au/hiring-and-managing-staff/staff-recruitment/new-staff-induction-program-and-probation-period

2. The Induction Process Retrieved from https://www.dlsweb.rmit.edu.au/toolbox/leadership/toolbox/op/op_c11.html

3. Operations Standards Manual (Restaurant case ) Retrieved from https://www.jetro.go.jp/ext_images/en/reports/survey/pdf/2015_03_biz4.pdf

4. PROBATION REVIEW FORM FOR SUPPORT STAFF Retrieved from https://www.york.ac.uk/admin/hr/

5. Probationary Procedure for Professional Support Staff Retrieved from http://www.lshtm.ac.uk/humanresources/policies/probation_procedure_for_professional_support_staff.pdf