Results-Oriented Job Descriptions FCS 387. Discussion What is a job description? What problems do managers have with employees doing their job? Example:

Results-Oriented Job Descriptions

FCS 387

Discussion

What is a job description? What problems do managers have with

employees doing their job? Example: Clean the house Example: Clean the foodservice department

floor

Job Descriptions An organized list of duties, skills, and

responsibilities required in a specific positions.

A list of duties of a job, the job’s working conditions and the tools, materials, and equipment used to perform it.

A list of the general duties related to a job or job classification.

Job Specification A written statement of the minimum

standards that must be met by an applicant for a particular job.

A list of requirements for a specific job that can be evaluated objectively and that apply to all candidates for that job.

List the abilities, skills, and other credentials needed to do the job. Job conditions relating to the health, safety, and comfort of the employee.

Job Specification

Title Department Supervised by Job Summary Educational Status Experience Required Knowledge and Skills

Physical Requirements Personal Requirements Reference Required Hours Wage Code Promotional

Opportunity Tests

Types of Job Descriptions

Duties-Oriented List of job duties

Results-Oriented THE RESULT TO BE ACCOMBLISHED

by the duty(ies) to be performed

Why use ROJD? ROJD requires two components

The result that must be accomplishedThe duties that must be performed

Employees are taught why work is important

Example= Answer the phone

Why use ROJD? Accomplishing is emphasized over doing

Clearly defines what job performance results are expected & how to achieve these results

Provides supervisor with a tool to use in evaluating employee performance

Steps In Writing ROJD’s

Determine purpose of job and its relevance to the organization

Write down ALL tasks/responsibilities of job Group tasks/responsibilities into 3-5 categories

with common purpose or objective Use samples of similar jobs Obtain input from co-workers and supervisor

Yaezenko, S., University of Idaho

EMPLOYEE SCHEDULING

FCS 387

Employee Scheduling

Assigning of employees to specific working hours and work days

Goal is to have enough staff but not to over staff

Schedule is a management toolMeet manager’s needsConsideration for employees needsBalance needs when writing the schedule

Operational Differences

Scheduling can be complex because of the highly variable nature of the business.Commercial foodserviceHospital foodserviceUniversity Campus

Menu guides scheduling

Type of Foodservice

Conventional

Commissary

Ready-Prepared (Cook/Chill)

Assembly/Serve

Types of Schedules

Master Schedule

Shift Schedule

Production Schedule

Scheduling Patterns

Block Staggered Split-shift scheduling

Employees only work peak hoursSome states have laws that require hours

worked to fall within a given span of time.

Importance of Accurate Scheduling

Too few employeesAffects qualityOver worked employeesExcessive overtime

Too many employeesNot busy-boredResent it when they do get busyNot concerned if they don’t show up

Difficulties in Scheduling

Three meal don’t fit into routine 8-hour shift

Three meal not a complete 2 8-hour shifts Not a steady production Difficulty in forecasting customer volume Down time activities

Staff Coverage

Full-time equivalents (FTEs)AbsoluteAdjusted

1.55 personal/FT position

Staff Coverage

Days in a year to be covered 365

Subtract  

Days off (52 x 2) 104

Sick days 7

Holiday 8

Vacation 10

Total days not worked 129

Total days worked 236

Ratio of days not worked to days worked 0.55

Requirement for full-time coverage 1.55

Part-time Employees

Commonly used in foodservice Supplement Full-time employees Optimal for high school students Problems

Transportation cost Not always eligible for benefits More employees on payroll Additional accounting More employees to schedule

Federal Laws – Hiring Teenagers Foodservice workers must be at least 14 years

old Minors aged 14-15 can work no more than:

3 hours on a school day18 hours in a school week8 hours on a non-school day40 hours in a non-school week

After 7 a.m. and until 7 p.m. June 1 – Labor Day, until 9 p.m.

Under 16: No repair or maintenance work on equipment No cooking in most establishments No baking No loading or unloading goods to and from

trucks Workers under 18 cannot operate meat and food

slicers or power-driven bakery machines.

Federal Laws – Hiring Teenagers

Facility Needs

Managers must knowHow many workers needed each dayWhat positions need to be coveredWho can work each positionWho has been cross-trained

Scheduling Process

Develop work production standards Document patterns of activity of various

units of the operation Forecast levels of activity Determine the number of personnel or

hours needed according to forecast and work production standards

Scheduling Process

Consider employee time requests Develop schedule Consider sales per hour, labor-cost

percentage, customers served per labor hour, labor costs per hour or any number of volume indicators

Routinely review effectiveness of schedule

Steps in Writing Schedules

Enter days off for all employees Scheduled days off, holidays, vacation

Schedule full time employees Schedule part-time employees Schedule casual employees Cross-check to ensure all positions are

filled and employees have guaranteed hours

Format

Mon

1/24

Tue

1/25

Wed

1/26

Thur

1/27

Fri

1/28

Sat

1/29

Sun

1/30

Becky Am Cook

AM Cook

AM Cook

X X AM Cook

AM Cook

Julie PM

Cook

PM Cook

PM

Cook

PM Cook

PM Cook

X X

Evan X X X AM Cook

AM

Cook

PM Cook

PM

Cook

Employee Preferences

Consider preferences whenever possible Follow a pattern

Employees can anticipate days off Adjust schedule to meet employee’s needs

Weekends

Unwise to guarantee weekends to all permanent workers

Regular weekend scheduleEvery 2nd or 3rd weekend offEmployees can plan activities around

scheduleConsult before making changes

Holidays

Employees want to work holidaysExtra incomeNo activities planned

Employees want holidays offSocial commitments

Adjust the schedule to meet employee’s needs whenever possible

Vacations

Be careful to avoid higher labor costsOvertimeReplacement workers

Employees can submit preferences with alternatives early in the year

Overtime

Don’t schedule employees for overtimeKey factor in driving up labor cost

Reasons for overtimeSubstitute for proper schedulingEmployees create opportunities for

overtime to receive time-and-a-half wage Overtime should only be necessary in

emergencies

Cost-Effectiveness

Consider the cost-effectiveness of the schedule

Cross-trained employees may receive different pay ratesAvoid scheduling a higher salary worker

for a lower salary position

Alternate Schedules

Compressed workweek Discretionary working time

Staggered startFlex time

Task contracting Job Sharing and Job Splitting

Computer Scheduling

Saves time Additional functions such as forecasting,

payroll, performance reports and human resource management

Must still be reviewed by the manager Computers cannot know individual needs

unless manager inputs the appropriate data.

Misuse of Schedules

Used to reward or punish employees Shows favoritism in scheduling Lack of fairness undermines the credibility

of the manager Misuse of schedules can result in fatigue,

injury, resentment, and loss of productivity

Quality of Life

Schedules enhance or diminish Quality of life Job satisfaction

Regular work hours Schedule days off consecutively Limit number of consecutive days employee is

scheduled to work Inform of work schedule in advance Consult employees before making changes

Quality of Life

Schedule work hours as consistent as possibleAvoid scheduling evening shifts followed

by a morning shift Schedules that don’t consider employee

needs can result in employee fatigue, decreased productivity and increased job-related injuries

Job Satisfaction

If schedules reflect fairness and flexibility in meeting employee needs there will be increased job satisfaction and trust in management