1. 14 uc
I say true or false
1. Cook-chill is catering system based on the
normal preparation and cooking of food
followedbby rapid chilling storage in cobtrolled
low -temperature conditions?
2. The purpose of chilling food is prolong its
storage life?
II Choose the best answer
3. Foods suitable for the cook-chill process are?
A, meats, B, fish C, soups and sauce D, all
4. What is HACCP?
A, is a system that ensure safe to the customer
B, designed to prevent reduce or eliminates
potential hazards
C, it is internationally recognized science based
food safety management D, all
III Marching
5. 100 0c
6. 65-5 0c
7. 65 c0
8. 8 c0- and below
9. 5 c0 and below
10. _18 co
A, visually no bacterial survival
B, danger zone (bacteria multiply freely)
C. Hot holder
D, chilled(high risks ) foods or bacteria multiply
slowly
E, recommended storage temperature
F, visually no bacterial growth.
Exame level 3
2. 1. ________ is the activity/ effect what the
customer exactly is going to pay for /needs
A. Wast B. Muda c. Value D all
2. _______ is any activity of workers /machines
which consumes resources such as money time
energy without adding value
A. Wast B. Muda c. Value D none
3. ______ is operating that adds no value but
cannot be avoided
A. Net operation B. Non value adding
operation C. Muda D all
4. what are the main element of kaizen
management
5. list at least four type of value adding
operation
6. list at least four type of non value adding or
wastes operations
7. what are the seven deadly muda/ wastes
8.write the steps to effective muda
identification
9. What are the four type of maintenance
I say true or false
1. all employer are under legal and moral
obligation to make staff aware of the health and
safety information they are expected to comply
with.
2. the employer must not to be ensure the
health and safety of all customer and relevant
people
3. hazard identifecation is the process used to
identify all possible situation where people may
be exposed to injury illness or disease.
4. Controlling risk is the first step or stage in risk
management.
5. workplace records are not vital element of
comprehensive OHS management
II Matching
6. substitution A. Replacing a hazardous
processes or substance with less hazardous one.
7. Isolation B. Involves separating the riskly
process from people either by distance or other
system
8. engineerig controls C. Minimize the
generation of risk
9. PPE D. Safety shoes and boots
3. 10. providing information and writren
instruction in appropriate language. E.
Employer responsibility .
11 providing well lit and ventilated place to
work F. employees responsibility
III Choose the best answer
12. which one of the following employer
responsibility .
A. Manitanig injure register to record accidets
for insurance and monitoring purposes.
B. Report any equipment in need of repair
C. Use all safety equipment when and where
required D. All
13.w hich one of the following employees
responsibility .
A. First aid must be provided for worker and
other relevant people .
B. Encoraging health and safety committee or
similar body.
C. Follow all OHS procedure D. All
14. what type of OHS information to be
explaned to new personnel or employees.
A. All OHS policies and procedures relating to
the job postion
B. Location of the first aid kits within the
property.
C. Explanation of the EMP
D. Details of the hazard identification
procedures. E.all
15. which one of the following correct sequence
for about risk management stage.
A. Identifying hazard or risk _ assessing risk _
controlling risk/implementing suitable
measures to control the risk.
B. assessing risk _ Identifying hazard or risk _
controlling risk/implementing suitable
measures to control the risk.
C. dentifying hazard or risk _ controlling
risk/implementing suitable measures to control
the risk _ assessing risk D. All
16. which one is ways to identify hazards
A. Consulting with HSRs
B. Udertaking with workplace inspection
C. Consulting with employees D. All
17. Which one of the follwing hazard in the
physical environment
A. Lighting B. Flooring C. Pest D. None
18. ________ is the process used to determine
the likellhood people may be exposed to injury
illness or diseases in the workplace arising from
any situation.
A. Risk assessment B. Identification
risk/hazard C. Controlling risk D. all
19. which one is correct sequances /step to
evaluating HS performance in the workplace.
A. 1 know what the OHS objective are for the
business
2. Develop OHS performance measures
3. collect information on your measures of
effectiveness
4. 4. analyze the results and decide upon
improvement
5. implement changes and start again
B. nalyze the results and decide upon
improvement
5. implement changes and start again
know what the OHS objective are for the
business
humanresources.umn.edu Menu
Search
Office of Human Resources
Recruiting and Hiring
I-9 Employee Eligibility Verification
Performance Management
Dealing with Performance Problems
Facilitated Meetings
Collaborative Approach to Problem Solving
Problem-Solving Outline
Progressive Corrective Discipline
Document and Communicate
Responsibilities, Goals, and Objectives
Template Letters
Compensation and Classification
Payroll Administration
HRMS Training and Resources
Leadership and Talent Development
Family and Medical Leave (FMLA)
Departure from the University
Dealing with Performance Problems
At times, there are problems that need to
be addressed.
Types of Performance Problems
Quantity of work (untimely completion,
limited production)
Poor prioritizing, timing, scheduling
Lost time
Lateness, absenteeism, leaving without
permission.
Excessive visiting, phone use, break time,
use of the Internet.
Misuse of sick leave.
Slow response to work requests, untimely
completion of assignments.
Preventable accidents.
Quality of work (failure to meet quality
standards)
Inaccuracies, errors
Failure to meet expectations for product
quality, cost or service
Customer/client dissatisfaction
Spoilage and/or waste of materials
Inappropriate or poor work methods
Work Behaviors Which Result in
Performance Problems
6. HomeFind a JobNew
EmployeesBenefitsWellbeing ProgramWorking
at the USupervising at the
LBMC Family of Companies logo
Click to search the site
Click to open menu
RESOURCES & INSIGHTS
5 Best Practices for Managing Employee
Performance Issues
FEBRUARY 11, 2019
By: LBMC Employment Partners
CATEGORIES:
Human Resources Solutions
Any business is only as good as the people
it employs, and regardless of a company’s size,
even one low-performing employee can drag
down an organization’s success. This is what
makes rigorous recruiting and hiring policies so
important, but even with diligent staff selection,
every business needs a back-up plan to handle
problem employees.
While there isn’t a one-size-fits-all solution
for low employee performance, here are some
tips for dealing with staff whose work isn’t quite
up to snuff:
1. Prevent problems before they start. The
key to getting employees to meet your
expectations is to set those expectations with
them up front. Setting clear performance goals
and providing precise job descriptions helps
employees know what they need to do to
perform well. Without this information, a
hardworking over-achiever might head down
the wrong road in their work without even
realizing it.
2. Provide regular feedback. Discussing
performance issues with employees shouldn’t
be restricted to formal reviews (though regular
performance reviews are important). Good
managers should be ready to make small
corrections any time an employee slips up. This
can be done in passing with simple resolution
for minor infractions or with a formal meeting
for more serious issues. Addressing the issue
when it starts is the most sure-fire way to
prevent it from recurring.
3. Diagnose the problem. When problems
do resurface, and an employee consistently
underperforms, it’s important to identify the
root cause of the problem before taking any
action. Typically, problems fall into two
categories: a lack of ability or a lack of
motivation. Determining the areas in which the
problem employee is deficient will help inform
a proper response.
4. Create a performance improvement plan.
Once the cause of the low-performance is
identified, managers can lay out a path for the
employee to improve. If the problem is ability-
related, the employee might benefit from
additional training or from a slight tweak in
their job responsibilities. Employees who lack
motivation may respond better to having
8. in resolving developmental and situational
difficulties (Sajjad, 2017).
The counselor supports clients with physical,
emotional, and mental health issues, helping
them resolve crises, reduce feelings of distress,
and improve their sense of wellbeing (American
Psychological Association, 2008).
When successful, treatment can change how a
client thinks, feels, and behaves regarding an
upsetting experience or situation (Krishnan,
n.d.).
This article explores what counseling is and is
not, and the stages and steps involved in a
successful outcome.
Before you continue, we thought you might like
to download our three Positive Psychology
Exercises for free. These science-based
exercises will explore fundamental aspects of
positive psychology including strengths, values,
and self-compassion, and will give you the tools
to enhance the wellbeing of your clients,
students, or employees.
This Article Contains:
Defining the Counseling Process
The Stages of the Counseling Process
7 Steps in the Counseling Process
Real-Life Examples of the Counseling Phases
12 Valuable Skills for Each Phase
A Look at the Process in Group Counseling
A Take-Home Message
References
Defining the Counseling Process
All of us will, occasionally, take on the role of
counselor. We informally offer family, friends,
and colleagues advice regarding their
relationships, finances, career, and education.
On the other hand, “a professional counselor is
a highly trained individual who is able to use a
different range of counseling approaches with
their clients” (Krishnan, n.d., p. 5).
Counseling as a profession involves (Krishnan,
n.d.):
Dedicated time set aside to explore difficulties,
stressful situations, or emotional upset faced by
a client
Helping that client see their situation and
feelings from a different viewpoint, potentially
to facilitate change
Building a relationship based on trust and
confidentiality
The counseling process should not include:
Providing advice
9. Being judgmental
Pushing the counselor’s values
Encouraging the client to behave as the
counselor would in their own life
Emotional attachment between the counselor
and client
According to the American Psychological
Association (2008), counseling psychologists
“help people with physical, emotional and
mental health issues improve their sense of
wellbeing, alleviate feelings of distress and
resolve crises.”
Counseling works with clients from childhood
through to old age, focusing on “developmental
(lifespan), environmental and cultural
perspectives,” including (American
Psychological Association, 2008):
Issues and concerns in education and career
Decisions regarding school, work, and
retirement transitions
Marital and family relationship difficulties
Managing stressful life events
Coping with ill health and physical disability
Mental disorders
Ongoing difficulties with getting along with
people in general
While we often see counseling and
psychotherapy as interchangeable, there are
subtle distinctions. Counseling is typically short
term, dealing with present issues and involving
a helping approach that “highlights the
emotional and intellectual experience of a
client,” including how they feel and think about
a problem or concern (Krishnan, n.d., p. 6).
Psychotherapy is often a longer term intensive
treatment, helping the client overcome
profound difficulties resulting from their
psychological history and requiring them to
return to earlier experiences (Krishnan, n.d.;
Australia Counselling, n.d.).
The counseling process has been described as
both an art and a science, helping to bring
about changes in thought, emotion, and
behavior in the client (Sajjad, 2017).
The Stages of the Counseling Process
Counseling StagesWhile counseling varies in
both form and purpose, most counseling
theories embody some form of the following
three stages (Krishnan, n.d.): relationship
building, problem assessment, and goal setting.
Counselors and clients must both be aware that
the counseling process requires patience. There
is rarely a quick fix, and things may need to get
worse before they get better. In addition, the
counseling process is collaborative. The
counselor does not fix the client; the work
10. requires interaction and commitment from
both parties (Krishnan, n.d.).
The counseling process is a planned and
structured dialogue between client and
counselor. The counselor is a trained and
qualified professional who helps the client
identify the source of their concerns or
difficulties; then, together, they find counseling
approaches to help deal with the problems
faced (Krishnan, n.d.).
Hackney and Cormier (2005) propose a five-
stage model for defining the counseling process
through which both counselor and client move
(Krishnan, n.d.).
Stage one: (Initial disclosure) Relationship
building
The counseling process begins with relationship
building. This stage focuses on the counselor
engaging with the client to explore the issues
that directly affect them.
The vital first interview can set the scene for
what is to come, with the client reading the
counselor’s verbal and nonverbal signals to
draw inferences about the counselor and the
process. The counselor focuses on using good
listening skills and building a positive
relationship.
When successful, it ensures a strong foundation
for future dialogue and the continuing
counseling process.
Stage two: (In-depth exploration) Problem
assessment
While the counselor and client continue to build
a beneficial, collaborative relationship, another
process is underway: problem assessment.
The counselor carefully listens and draws out
information regarding the client’s situation (life,
work, home, education, etc.) and the reason
they have engaged in counseling.
Information crucial to subsequent stages of
counseling includes identifying triggers, timing,
environmental factors, stress levels, and other
contributing factors.
Stage three: (Commitment to action) Goal
setting
Effective counseling relies on setting
appropriate and realistic goals, building on the
previous stages. The goals must be identified
and developed collaboratively, with the client
committing to a set of steps leading to a
particular outcome.
11. Stage four: Counseling intervention
This stage varies depending on the counselor
and the theories they are familiar with, as well
as the situation the client faces.
For example, a behavioral approach may
suggest engaging in activities designed to help
the client alter their behavior. In comparison, a
person-centered approach seeks to engage the
client’s self-actualizing tendency.
Stage five: Evaluation, termination, or referral
Termination may not seem like a stage, but the
art of ending the counseling is critical.
Drawing counseling to a close must be planned
well in advance to ensure a positive conclusion
is reached while avoiding anger, sadness, or
anxiety (Fragkiadaki & Strauss, 2012).
Part of the process is to reach an early
agreement on how the therapy will end and
what success looks like. This may lead to a
referral if required.
While there are clear stages to the typical
counseling process, other than termination,
each may be ongoing. For example, while
setting goals, new information or understanding
may surface that requires additional
assessment of the problem.
7 Steps in the Counseling Process
Many crucial steps go together to form the five
stages of the counseling process. How well they
are performed can affect the success of each
stage and overall outcome of counseling
(Krishnan, n.d.).
Key steps for the client
The client must take the following four steps for
counseling to be successful (Krishnan, n.d.):
Willingness
Being willing to seek and attend counseling is a
crucial step for any individual. It involves the
recognition that they need to make changes
and require help to do so. Taking the next
action often involves overcoming the anxiety of
moving out of the comfort zone and engaging in
new thinking patterns and behaviors.
12. Motivation
Being willing to make changes and engage in
them involves maintaining and sustaining
motivation. Without it, the counseling process
will falter when the real work begins.
Commitment
The client may be willing and motivated, but
change will not happen without continued
patience and commitment. Commitment may
be a series of repeating decisions to persist and
move forward.
Faith
Counseling is unlikely to succeed unless the
client has faith in themselves, the counselor,
and the process. Taking the step to begin and
continue with counseling requires the belief
that it can be successful.
Key steps for the counselor
Each step in the counseling process is vital to
forming and maintaining an effective
counselor–client relationship. Together they
support what Carl Rogers (1957) describes as
the core conditions for successful therapy:
Unconditional positive regard
Through acceptance and nonjudgmental
behavior, the therapist makes space for the
needs of the client and treats them with dignity.
Empathy
The counselor shows genuine understanding,
even if they disagree with the client.
Congruence
The words, feelings, and actions of the
counselor embody consistency.
Counselors often help clients make important
and emotional decisions in their lives. To form
empathy, they must intimately take part in the
client’s inner realm or inscape.
Several well-performed steps can help the
counselor engage with the client and ensure
they listen openly, without judgment or
expectation. The counselor must work on the
following measures to build and maintain the
relationship with the client (Krishnan, n.d.):
Introduce themselves clearly and with warmth.
Invite the client to take a seat.
Address the client by the name they are most
comfortable with.
Engage in relaxed social conversation to reduce
anxiety.
Pay attention to nonverbal communication to
identify the client’s emotional state.
Invite the client using open questions to explain
their reason for coming to counseling.
Allow the client time to answer fully, without
pressure.
Show that they are interested in the client as a
person.
13. Each of the above steps is important. Taken
together, they can facilitate the formation of a
valuable counseling relationship.
Ultimately, counseling is collaborative and
requires a series of ongoing steps – some taken
by the client, others by the counselor, and
several jointly. For a successful outcome,
appropriate resources, time, and focus must be
given to each one, and every win must be
recognized and used to support the next.
Real-Life Examples of the Counseling Phases
Each client’s story is personal and unique.
While there are guiding theories and principles,
the counselor must make the counseling
process specific to the individual.
The following two real-life examples provide a
brief insight into the counseling process and
richness of the scenarios counselors face.
Lost direction
‘Jenny’ arrived in counseling with little income,
no sense of direction, and lacking a sense of
control over her life (Fielding, 2014).
The counselor began by forming a picture of her
situation and what had led her to that point.
Sessions then moved on to explore Jenny’s
beliefs about herself: where they came from,
how they affected her, and their
appropriateness for current and future
circumstances.
A series of brainstorming sessions were used to
understand Jenny’s needs, family relationships,
and past, and identify her irrational beliefs.
Once Jenny uncovered her core beliefs, the
counselor worked with her to replace them
with more rational ones.
Jenny ended counseling overjoyed with her new
preferred beliefs, along with a renewed sense
of confidence and control over her life.
Saving a marriage
It is not just individuals who need help, but
relationships too. When ‘John’ and ‘Sue-Anne’
attended counseling early on in their marriage,
it was because, having lost their group of
friends, they found themselves on their own
with only each other’s company (Starak, 2010).
14. Early on in counseling, it became clear that they
both needed time to ponder some serious
questions, including:
Who am I?
What values do I bring to this relationship?
The exercises helped John and Sue-Anne better
understand their values, strengths, and what
motivated their daily actions. By focusing on
what each of them wanted their relationship to
look like, they could clarify how much time they
wanted to spend together and their roles within
the marriage.
The counseling process enabled them to form a
shared picture of how their marriage and life
would look from now on.
12 Valuable Skills for Each Phase
Good communication is vital to all stages of
counseling. Skills should ideally include
(Krishnan, n.d.; Lesley University, n.d.; American
Psychological Association, 2008):
Active listening
Clarification
Reflection
Effective questioning
Beyond that, to build rapport with the client,
counselors must also:
Be able to experience and show empathy
(rather than sympathy)
See things from the client’s perspective
Have a genuine interest in others’ wellbeing
Use self-reflection to observe themselves and
empathize with others
Show accessibility and authenticity during
counseling sessions
Be flexible in their views and thinking regarding
differing values and multicultural issues
Be able to maintain a sense of humor
Be resilient and able to bounce back from
difficult situations
A mental health practitioner delivering positive
outcomes in increasingly diverse populations
benefits from developing theory, knowledge,
and skills.
A Look at the Process in Group Counseling
Group CounselingOver the last few decades,
research has confirmed that “group therapy is
as effective as individual therapy for many
15. conditions, including depression, obesity, and
social anxiety” (Novotney, 2019).
Partly due to its high degree of success, low cost,
and wide availability, group therapy can be a
good option for many clients.
It is essential to remember that group therapy is
not the same as individual therapy performed
within a group setting; it has specific and
dedicated techniques and an additional skillset.
Unfortunately, however, training has not always
kept up with the specialist needs of group
therapy (Novotney, 2019).
There are other, unique considerations and
processes involved when offering and running
group therapy, including being able to
(Novotney, 2019):
Get the right fit
Not all clients are suitable for group therapy.
They may be better placed in a one-to-one
setting. High-quality screening is required to
ensure the fit of the individual to the group and
vice versa.
The Group Readiness Questionnaire has been
designed to identify risk factors and the
potential for dropout.
Explain expectations upfront
Individuals’ expectations of group therapy must
be realistic. Change takes time, whether in a
group or an individual setting. Also, the
counselor must educate clients that group
therapy is not about shouting and heated
exchanges. Sessions can be fun and rewarding.
Build cohesion quickly
The issues being addressed can set the tone of
the group and the speed at which it bonds.
Grief groups, for example, often form cohesion
quickly, while others can take more work and
require splitting into smaller groups or pairs.
Seek feedback
Early and regular feedback can help assess how
individuals and the group are functioning and
whether dropout is likely.
Identify and address ruptures
Group work can lead to disagreements.
Concerns and ruptures should be worked
through early on, either bringing up issues
directly with the members involved or more
generally as a group.
A Take-Home Message
Counseling helps clients by bringing much-
needed change to their lives (Sajjad, 2017).
17. Comments
muchinga khumbize
muchinga khumbize on 4 November 2021 at
11:17
excellent article
Reply
Edward Sitepu
Edward Sitepu on 22 September 2021 at 15:51
More comprehensive insight
Reply
Dawn Singh
Dawn Singh on 25 August 2021 at 06:14
Excellent article! Thank you for sharing.
Reply
Kerina Kaltenborn
Kerina Kaltenborn on 2 August 2021 at 16:37
Dr. Sutton, thank you for your well written and
easy to follow article. I would like to join your
Max. Strengths Master class. Cn you please
provide me with information.
Reply
Nicole Celestine, Ph.D.
Nicole Celestine, Ph.D. on 3 August 2021 at
08:36
Hi Kerina,
Glad you enjoyed the article and thank you for
your interest in the Maximizing Strengths
Masterclass. This class is a self-paced, online
Masterclass which you can learn more about
and purchase here. The class comprises 16
lessons in total ranging from topics like The
Importance of Strengths and Self-Assessment of
Strengths, as well as Overuse/Misuse of
Strengths.
It’s quite comprehensive and includes a
certificate of completion at the end. Let us
know if you have any further questions — we’ll
be happy to help �
– Nicole | Community Manager
Reply
Leave a Reply
Your email address will not be published.
Required fields are marked *
Name *
Email *
Save my name and email in this browser for the
next time I comment
18. Counseling
100 Most Powerful Life Coaching Questions
[+PDF]
Counseling
Your Ultimate Life Coaching Tools Library (+PDF
& Exercises)
Importance of counseling
Counseling
Why Counseling Is Important: 14 Scientific
Benefits of Therapy
How to become a life coach
Counseling
How to Become a Life Coach: A Step-by-Step
Success Guide
Coaching forms
Counseling
Top 16 Coaching Forms & Templates for Your
Sessions
Counseling
Coaching Philosophy: What It Is and How to
Develop Your Own
Coaching Training
Counseling
19 Best Coaching Training Institutes and
Programs
Counseling Books
Counseling
Top 28 Counseling Books for Practitioners and
Beginners
Categories
Body & Brain (36)
Coaching & Application (44)
Compassion (31)
Counseling (35)
Emotional Intelligence (25)
Gratitude (19)
Happiness & SWB (35)
Meaning & Values (27)
Meditation (21)
Mindfulness (44)
Motivation & Goals (42)
Optimism & Mindset (32)
Positive CBT (23)
Positive Education (37)
Positive Emotions (32)
Positive Psychology (32)
Positive Workplace (40)
Relationships (45)
Resilience & Coping (38)
Self Awareness (20)
Self Esteem (39)
19. Software & Apps (24)
Strengths & Virtues (27)
Stress & Burnout Prevention (24)
Theory & Books (40)
Therapy Exercises (25)
Types of Therapy (49)
Legal
Disclaimer
Terms and Conditions
Refund Policy
Privacy Policy
Company Details
About
Chamber of Commerce (KvK)
Registration Number: 64733564
Taxation (VAT) Number: NL855806813B01
Contact
PositivePsychology.com
Gandhiplein 16
6229HN Maastricht
The Netherlands
info@positivepsychology.com
Sign up and download tools
Name
Your first name
Email Address*
Email Address
Your Expertise*
Your expertise
Email
This field is for validation purposes and should
be left unchanged.
Have you recently been solicited for a work-at-
home job? Click here.
RESOURCES
EMPLOYER PORTAL
Tips for Identifying Performance Problems in
the Workplace
As a business owner or supervisor, you
undoubtedly want the best for your company.
This is understandable, but if you want your
company to succeed and generate revenue, you
will need to assemble a team that is capable of
taking your company to the next level.
Unfortunately, poor employee performance can
doom even the most cutting-edge company,
and if you want to excel professionally, you
must be able to identify performance problems
before they begin. If you suspect your
employees’ performance is becoming an issue,
20. here are some ways to identify potential
problems in the workplace.Examine Past
MistakesAre you consistently having to fix
problems your employees missed or simply
didn’t attempt to fix? Having to fix your
workers’ mistakes can create a serious problem,
and if you have to do your employees’ work for
them, there is no need to have them around in
the first place. Take Note of Employee
AbsencesAre your employees taking more sick
days than usual? If they are, you may have a
performance problem on your hand. There is
nothing wrong with taking sick days, especially
if they have been earned, but if your employees
are constantly ditching work, it may be time to
request a doctor’s note. Evaluate Employee
EngagementAre your employees disengaged?
Calling employees disengaged is a polite way of
saying they are uninterested. Contrary to
popular belief, disengaged employees can cause
your business to lose money, and their lack of
participation and productivity can be bad for
workplace morale. Make Punctuality a
PriorityEveryone is late from time to time –
tardiness is a part of life. However, if numerous
employees are frequently showing up late, it
may be a sign they don’t take the job or your
authority seriously. It may be time to talk with
your employees if punctuality has become a
major issue. Get Help Finding High-Performing
EmployeesIf you are having difficulty attracting
high-performing employees, it may be time to
give Nesco Resource a call. We aim to help
companies of all sizes find employee solutions
that benefit them and their team. Contact our
company today if you are ready to hire the right
type of workers.
Previous Posts
Top Four Ways to Reduce Stress in the
Workplace
The Top Technology Trends for 2018
Why Working from Home is a Crucial Perk to
Offer
How to Spot a Bad Candidate so They Do Not
Become a Bad Hire
Top Hiring Trends That Are Hot, and Those That
Are Not
How to be a Leader Instead of a Boss
How to Make Sure Your Employees are Happy
and Productive
Turning Down Job Applicants the Right Way
Managing Employees Who Don't Get Along
The Importance of Employee Recognition
You Want to Hire the Best Engineers, Don't You?
Why Regular Staff Meetings Are a Must
The Importance of a Strong Employer/Employee
Relationship
Should You Choose a Candidate with More
Experience or More Degrees?
Leadership Qualities to Promote on Your IT
Team
How Temporary Summer Help Can Be Beneficial
to Your Business
How to Handle an Employee Who Takes Credit
for the Work of Others
Why It Is Important to Get to Know Your
Temporary Employees
Three Ways to Offend a Potential Candidate
During an Interview
21. Why You Should Consider Hiring a Social
Engineer Candidate
Make Your IT Team Feel Valuable
How to Hire a Superstar Engineer
How to Make Sure Your Candidate is a Cultural
Fit
How to Determine if a Temp Worker Will be
Reliable
Interviewing for IT Independence
Leading a Team of Engineers
Disruptive Technology & IT Deals
H1B Visa Demand Slips: What Is The Impact on
Tech Talent
As Companies Negotiate on Disruption; Talent
Becomes Even More Important
Does Your Company Hold Yearly Safety Reviews?
3 Mobile Phone Policies to Enforce as an
Employer
Make Your Third Shift Positions More Attractive
The Real Cost of Hiring
Video: Reducing Temp Turnover
3 Mobile Phone Policies to Enforce as an
Employer
How To Engage Employees To Do Their Best
The Perils of Hiring Fast
How to Make Your Employee Onboarding
Successful
HOME
ABOUT US
STAFFING SERVICES
CAREER AREAS
JOB SEARCH
RESOURCES
CONTACT USBest of Staffing Client Satisfaction
2020 Best of Staffing Client Satisfaction 2020
Best of Staffing Talent Satisfaction 2020
Employer Portal
Associate Portal
News
Powered by Adverto Inc.
HITS blog
8 Reasons for Poor Performance of an
Employee
28th Feb 2016
There are a number of common reasons for
poor performance of an employee, and the only
way to get the employee performing at peak
levels is to find and understand those reasons.
1- Lack of the required capabilities
In this situation the employee simply doesn’t
have the needed capabilities to perform the job.
They might not have asked for help, or they
22. might have asked but nor received it for some
reasons.
2- The job isn’t challenging enough
In this case, your employee is simply bored.
Perhaps they have more capabilities than you
have realized and that haven’t been put to use.
To end the boredom, ask them to help train
new employees, or get them involved on
committees or team projects that let them
learn about other areas of the company.
3- They feel they aren’t appreciated
No one wants to feel that they aren’t
appreciated. Most of us need to get some kind
of affirmation from our work and in fact, a
portion of our self esteem is based on getting
that affirmation.
Employees who don’t feel that they are
properly appreciated whether with money,
opportunities, or just words of
acknowledgement are bound to have
performance issues eventually.
4- They feel they’ve been overlooked in some
way
This situation is usually specific to feeling as if
they have not been provided with certain
opportunities. They may believe that they have
been overdue for a promotion, a position of
some status, or some other perk that others
received.
5- They don’t get along with their colleagues
Most of us spend more time with our work
colleagues than we do with our family or friends.
If we don’t get along with our colleagues, that’s
a lot of our lives that will be spent in unpleasant
situation. If an employee feels like an outsider
or as if he is not liked, or if he feels he has no
support from his team members, then your
employees is lacking a necessary resource to be
able to perform at capacity.
6- They have personal problems
The good news is that this type of performance
issues is often temporary. Once the problem is
resolved, the performance issue is resolved as
23. well. Some Organizations offer employee
assistance programs that involve temporary
counseling or even temporary financial
assistance.
7- Lack of motivation
If an employee doesn’t see the reason for
performing at the level you expect, she is not
going to meet your expectation. Lacking
motivation means that they lacks the drive to
do their best. This lack of motivation can also be
a symptom of another problem; for example, if
an employee feels that their isn’t appreciated,
why would they try even harder? If an
employee feels her previous efforts have been
overlooked, why should they keep trying?
8- The job isn’t right for them
In the end, there are some times when the lack
of performance is due to the fact that the job
and the employee are simply not right for each
other. You may try to work with the employee
and improve their performance, but nothing
seems to work. In these cases, you may need to
accept that the job is simply a bad fit for the
employee.
SHARE
Facebook
twitter
linkedin
COMMENTS
Sorry, the comment form is closed at this time.
BLOG » Performance Management » How to
Implement a Continuous Performance
Management Cycle?
How to Implement a Continuous Performance
Management Cycle?
Category: Performance Management.
Continuous performance management is
considered a more human-centric approach to
performance improvement and management
because it focuses on building a trusting
relationship between employees and their
managers. Managers are encouraged to give
feedback and offer support naturally
throughout the working day, while employees
are given the tools and guidance they need to
take charge of their own development.
With that in mind, organizations that have
implemented this performance management
process successfully have done so in
combination with structured training and
learning opportunities, as well as employee
recognition systems and even rewards
platforms.
24. Having a right and continuous performance
management system helps an organization to
convert, monitor, provide feedback and course
correct, strategize the long-term objectives and
its execution.
Srinivas Chunduru, Founder and CEO, VANS
Advantages of Continuous Performance
Management
Continuous performance management might
seem like an unnecessary time-sink, but
research shows that it offers a myriad of
benefits when compared against other
performance management systems.
One of the biggest advantages is the reduced
employee turnover. With an estimated 14.9%
reduction in avoidable employee loss, this
method of performance management ensures
that employees are happier and more satisfied
at work.
Higher productivity is another significant
benefit. Research suggests that 40% of
employees who don’t receive feedback or only
receive negative feedback are highly
disengaged, which reduces their productivity
and in turn, leads to reduced profitability.
Organizations that use continuous performance
management often say it saves money against
having to rehire and retrain employees lost to
avoidable attrition. Rehiring a single employee
is estimated to cost an average of $7,645, so
implementing a performance management
system that reduces employee turnover– like
continuous performance management– will
save money in the long run.
Managers also like that this program attracts
top talent because it shows new hires that the
company is willing to invest in their employees.
With 95% of companies admitting to hiring the
wrong people for the job each year, this is a
small investment to make to attract the best
candidates for the job.
Additional benefits of continuous performance
management include:
Employees know where they stand in regards to
job performance
Feedback is actionable because it’s given
frequently
Improved workplace relationships between
employees and managers
Introducing Continuous Performance
Management to Your Organization
If your organization’s current system involves
the traditional annual review process or
another kind of performance review process,
and you’d like to switch to continuous
performance management, it’s important to
understand how best to introduce this to your
company.
With that in mind, some key areas need to be
covered by HR, management, and other
executives before you can implement
continuous performance management.
Namely, you need to make sure that this
performance management approach isn’t
burdensome for employees and managers. The
idea of continuous performance management is
to enhance performance– not hinder your
current system. If it is too much of a burden,
there’s a risk that management won’t adapt
well to the new system, and you’ll end up with
more problems than you aimed to solve. This is
a particular risk when you’re moving from a
discreet annual review system to something
25. more continuous, and it’s one you need to be
aware of moving forward.
How to Implement a Continuous Performance
Management Cycle
If you think continuous performance
management is a good system for your business,
these steps will help you follow the best
practices so you can implement an effective
system. For an intuitive performance software
that can help you implement continuous
performance management in your organization,
try out Profit.co for free!
Step 1: Build Documentation
As an HR manager, you must build your
organization’s continuous performance
management toolkit with your company’s goals,
objectives, and culture in mind. A robust
performance management cycle starts with you.
So, before you communicate these
performance management changes to
management, you need to build documentation
that explains why these changes are important
and how managers should implement them.
It’s at this stage you need to consider the
following options:
What company-wide standards will employees
be evaluated on?
How will you evaluate employee productivity?
(Scoring, grading, long-form data, etc)
How and when does performance observation
take place?
What frequency of performance review
meetings works for managers and employees?
How do managers deliver feedback?
How does goal-setting work?
What training and development can managers
schedule for employees?
Step 2: Organize Training
With your documentation in place, you need to
organize training sessions with managerial staff
to explain how to follow the continuous
performance management process. By getting
management on board early, you’ll be able to
collect feedback from the people who work
directly with employees, helping you to
optimize this process and make it more
effective for everyone involved.
Step 3: Brief Employees
Once this process has been optimized with the
help of managerial staff, then you need to make
sure your employees understand why their
performance management system is changing
and how it’ll benefit them. You can either do
this with in-person briefings, allowing
employees to ask you questions if they’re not
sure or via a digital presentation with prompts
to speak to their managers.
Step 4: Begin Observation
When the continuous performance
management cycle first begins, managers will
need a period in which they can observe
employee performance and behavior under the
new guidelines. This ensures that the new
system is fair for employees, as they’ll be
evaluated on new criteria, and managers, who
may not have had much time during
implementation to observe employee
performance.
26. Depending on the procedures you set out in
your documentation, managers have the
following options for observing performance:
Simply making notes about witnessed behaviors
Self-assessment forms from employees
Feedback from coworkers and other employees
Feedback from customers and clients
Grading observations against company policy
and procedure
Step 5: Conduct the First Formal Review
Your managers should then discuss the
outcome of these observations with their
employees in the first formal review under this
new process. It’s to be expected that this first
review with your new continuous performance
management cycle will be awkward and stilted,
so as an HR manager, you should expect some
employees and even managers to be resistant
to this new process at first.
A typical review meeting, depending on your
method, often looks like this:
Job-specific review: Employees’ observed
behavior is compared to their job description.
Company policies/procedures review:
Employees’ observed behavior and conduct is
reviewed against set policies and procedures.
Free discussion: Employees discuss with their
managers how they feel that they have
performed and why.
Goal-setting: Employees and managers work
together to set goals and identify any training or
development that’s needed.
Management feedback: Employees give
feedback on their manager’s performance and
behavior.
At the end of the meeting, the date for the next
formal meeting should be set, and managers
should brief employees as to how often they
can expect informal catch-up meetings.
Step 6: Implement Training and Development
Managers should organize the needed training
and development for their employees and
implement this plan as part of their working day
to help their employees reach their
performance goals. Employees should also be
encouraged to hold their managers accountable
and remind them to set up the decided internal
or external training sessions, as with this being
a new process, some people may struggle to
adapt.
Step 7: Hold an Informal Catch-up Meeting
A key part of continuous performance
management is informal meetings between
formal reviews to ensure that employees and
managers are staying on track with their
obligations and objectives. However, these
meetings should be less structured and should
be discussions only, giving employees the
breathing space to tell managers if they have
any concerns or need any additional support.
Step 8: Gather Feedback
Because this is a new process, you should be
asking for managers and employees to send in
anonymous feedback about how these new
procedures are operating from their point of
view. Once at least one formal and one informal
meeting has been held, HR professionals should
send out anonymous surveys or ask managers
27. to provide feedback, so the process can be
improved if necessary.
Step 9: Implement Changes
If your management or other employees have
suggested changes to this performance
management procedure, then you should
assess them and implement the changes if
needed. It’s important to maintain a culture of
organizational learning and be willing to iterate
in all areas of your company– from business
strategy to HR processes.
Step 10: Repeat the Cycle
Once the first cycle has been completed, then
you need to make sure that you encourage
managers and other employees to continue
following these procedures. Employees should
have a line of contact with HR if their managers
aren’t giving them the support they need, and
managers should be able to go to HR for
guidance if they’re struggling to implement the
procedure.
Continuous Performance Management with
Profit.co
Profit.co’s performance management software
enables managers and HR professionals to
distribute reviews as frequently or rarely as
they would like. With Affinity-Based Reviews,
employees are reviewed by themselves, their
managers, and their peers, giving a 360-degree
view of employee performance and experience.
With standard reviews, or conversation and
feedback reviews, employees answer
customizable questions about their role and
performance to help managers gain a better
view of how employees understand their
responsibilities in the company.
Profit.co’s Performance Management Module
uses the 9 Box Matrix to help HR Administrators
get a simple yet comprehensive perspective on
the performance and potential of the
employees in their company. With this
dashboard, the performance rating from an
employee’s review and the potential rating
from their manager’s assessment is plotted in
one of nine boxes that reconcile these two
numbers as a category.
For example, an employee with high potential
and high performance is a “Star” on the nine-
box matrix. Alternatively, an employee with low
potential and low performance is an
“Underperformer”.
Implementing Continuous Performance
Management: In Summary
Continuous performance management offers a
myriad of benefits against the outdated annual
review process, which is why it’s becoming
more popular with companies across the globe.
This method of performance management can
help your company reduce turnover and
improve morale, all while saving money against
ineffective and outdated previous systems.
However, you need to make sure that you
follow best practices to implement this popular
new policy, otherwise, your performance
management system will remain ineffective and
is at risk of being ignored by your managerial
teams. With that in mind, just as managers are
expected to continually assess their employees,
you should continually seek to improve your
continuous performance management system.
To learn more about how Profit.co can help you
with your continuous performance
28. management cycle, book a demo with our
experts today!
Related Articles
How to Get the Most Out of 360 Degree
Performance Reviews
360 degree performance reviews have become
more and more popular over the years.
Previously, this in-depth process was only used...
Read more
What to do when you think your performance
appraisal is wrong?
What happens if the employee does not agree
with their manager’s review? What can the
employee do to fix an... Read more
Use of Artificial Intelligence in Performance
Reviews
Data collection is an essential part of a
performance appraisal. The very purpose of an
employment performance review is to... Read
more
5 Ways to Structure an effective Performance
Appraisal System
If you’re in human resources, then you know
having a well-established performance
management system is invariably important for
the wellbeing... Read more
Execute your strategy with the industry’s most
preferred and intuitive software
30 Days Free Trial No Credit Card
Required
TRY IT FREESCHEDULE DEMO
COMPANY
About Us
Product
In the Press
Partnership
Terms of Service
SLA
Privacy Policy
Data Security
BLOG
OKR University
KPIs Library
Performance Management
Power of the Letter P
Behavioral Economics
OKR Examples
Integrations
Webinar
SUPPORT
Contact Us
Answers
OKR Canvas
Help Center
38750 Paseo Padre Pkwy, Suite A2,
Fremont, CA 94536
APPS
30. implementation and adoption throughout your
entire organization.
1. Communicate, communicate, communicate.
Communication is essential to an effective
rollout of performance management tools.
Employees need to understand the what, where,
when, why, and how. Communicate why your
organization is implementing tools and what
you intend on getting out of them.
Let employees understand what overarching
goals your tools attend to and continuously
highlight your organization’s alignment with the
tools. Communicate that an initial time
investment for implementation exists, but the
outcomes as a result will prove that no time
was wasted. Communicate before, during, and
after the launch of each tool. If you think you’ve
communicated enough, you probably haven’t.
2. Get the buy-in of your people.
Find champions within your organization by
identifying managers who already leverage 1-
on-1s, recognition, feedback, and shared goals
to drive performance. Help them understand
that performance management software will
help them do these things more effectively and
with ease.
Once your employees are bought in, encourage
them to advocate for the software among peers
and teams. Leverage them as catalysts for
change management and urge them to
communicate the importance of your
performance management software—to better
drive team and organizational goals.
3. Train your teams.
You can’t expect employees to jump into a new
program and figure it out on their own. Get
managers a step ahead to ensure they feel
comfortable using the software so that they can
effectively train their team. Leverage walk-
throughs to combat any possible apprehension
that your employees may have.
Once you’ve trained your people on the
technicalities of the system, ensure that they
are trained on the human side of things as well.
Train your employees to effectively navigate the
software to get the most out of your tools.
31. Continue to communicate how your tools align
with your organization’s mission and goals. This
drives the idea that effectively using the
software is critical to employee success, making
the training process an imperative.
4. Incorporate your program into your culture.
For a program to become a way of life, or a way
of work, it has to be part of the culture. Weave
your program into employee onboarding to
introduce it to new hires as a key process within
your organization. When your software is
associated with company culture, people tend
to accept and appreciate it.
Learn how Baker Tilly overcame big obstacles to
implementing their performance management
system >
5. Model behavior from the top
Your leaders must model the usage and
behavior you want to see—ensure they have
positive perceptions about the tools and
actively utilize them within their team. In
addition, look for opportunities to integrate the
tools with other processes and traditions to
help you further push your implementation
initiatives.
6. Be flexible.
Too many rules can be disengaging. Employees
need the flexibility to make new programs their
own. When employees share ownership and
can insert their personalities and preferences
into the process, it increases buy-in and
participation.
If your new program has guidelines or rules to
follow, ask if the program would fail without the
guidelines in place. If too much flexibility is
preventing your initial goals from being
accomplished, consider defining processes that
better push your initiatives. Have clearly
defined processes where it helps—allow
flexibility where it doesn’t.
32. 7. Understand your performance management
program maturity.
Consider your organization's maturity with
performance management and how that
translates to software usage. Be open-minded
in the beginning and play around with the tools
to find what works for you. Once you’ve found
effective ways to use your tools, define these
processes to promote ease of use for others.
Leverage these steps to effectively roll out your
performance management tools. Keep
everyone on the same page with outlined steps
that ensure your employees are comfortable
with your implementation efforts.
Learn how to leverage tools that improve
employee engagement and drive performance
with our guide to employee engagement
program models.
New call-to-action
If you liked this, you’ll enjoy these...
5-Steps-Toward-Continuous-Performance-
Management
5 Steps to Move Toward Continuous
Performance Management
3 minute read
Making-Time-For-Performance-Management
Making Time and Space for Performance
Management
1 minute read
performance management in manufacturing
Performance Management in Manufacturing: 7
Strategies to Fuel Success
3 minute read
footer-logo
Product
Engagement
Performance
Intelligence
Apps and Integrations
Solutions
Reduce Employee Turnover
Identify and Develop Top Talent
Build High Performing Teams
Increase Strategic Alignment
Manage Remote Teams
33. Improve Employee Engagement
Customers
Customer Success Stories
Customer Experience
Customer Advisory Board
Resources
Blog
Ebooks & Templates
Webinars
All Resources
About
Our Story
Our People
Newsroom
Careers & Culture
Support
Contact Us
Privacy Policy
Terms of Use
Terms of Service
youtube
NEWSLETTER SUBSCRIBTION
Receive HITS news, our publications & about
HITS .. Sign up today!
Your Name
Your Email
microsoft
HOTEL MANAGEMENT TIPS
HOTEL MANAGEMENT A-Z INFORMATION
types of menu planningABOUT HOTEL
INDUSTRIES
WHAT IS MENU PLANNING: 5 TYPES OF MENU
PLANNING IN HOTEL INDUSTRY
SEPTEMBER 23, 2021BY DIPAYAN MONDAL
Page Contents
What is Menu Planning
What are the Types of Menu Planning
1. Table D’ote Menu
2. A La Carte Menu
3. Plat Du Jour
4. Carte Du Jour Menu
5. Cyclic Menu
Importance of Menu Planning in Hotel Industry
1. Good Health
2. Saving Money
3. No wastage of Time
Compiling Menu with Set a Number of Dishes,
One from each Course
34. Steps for Compiling the Menu
Conclusion
WHAT IS MENU PLANNING
Menu planning is one of the most important
managerial activities of food and beverage
operations executed by a team comprising the
entrepreneur, the restaurant manager, and the
executive chef. Menu planning calls for thought
on many factors that would determine the
success of the f&b operation.
The menu forms the basis or acts as a guide
upon which all other managerial and
operational activities of f&b operations rest.
In the hospitality industry, the general manager
and the food and beverage manager will also be
members of the team. In welfare catering
operations, the head of the institution, the
catering manager, and the finance manager will
be involved.
The Menu Planning team should have:
Have a thorough knowledge of dishes of various
meals and cuisines.
Know the food cost of different dishes.
Be aware of the time taken for producing those
dishes.
Menus are planned for commercial and welfare
catering of New outlets or Existing outlets.
WHAT ARE THE TYPES OF MENU PLANNING
Following are different menu types that applied
while planning the menu:
1. TABLE D’OTE MENU
It is a fixed menu with a limited number of
courses for a set price. A limited choice may be
given for each course.
2. A LA CARTE MENU
This kind of menu planning offers a wide choice
of dishes under each category and each dish is
priced separately. The bill amount will be
according to the customer’s order.
3. PLAT DU JOUR
It means the specialty of the day. Chefs make a
few special dishes which are normally the main
course, however other courses, such as fish,
sweets, and so on may also be included
depending on the geographical location of the
restaurant.
4. CARTE DU JOUR MENU
In French, It means the “card of the day”. It
refers to all menus of the day, combining a la
carte, table d’hôte, and plat du jour menus.
35. 5. CYCLIC MENU
It is series of table d’hote menus for a set
period of time, say for a week, which is
repeated for a particular period of time, say for
six months. After six months a new menu will
be prepared.
For a successful restaurant business,
consistency and availability of dishes must be
ensured throughout its operation period.
Restaurants are frequented by groups of people
like, friends, colleagues, family and each
member of a group has their own menu
preference which depends on many factors.
Also Read: What is the Function of a Menu in
Hotel
IMPORTANCE OF MENU PLANNING IN HOTEL
INDUSTRY
1. GOOD HEALTH
When you plan a menu, you can make choices
for your personal health and fitness needs.
Menu planning plans exist simply to provide
how a single person meal plans based on their
own preferences and needs.
2. SAVING MONEY
When you cook and plan your own meals, you
are most likely saving money when purchasing
the same type of meal in a restaurant.
So lastly, planning your meals can help reduce
food waste. Simply eating leftovers or planning
a day to eat leftovers is a good practice to
reduce food waste.
3. NO WASTAGE OF TIME
Everyone is different, and everyone’s needs are
different. Always plan your meals to save
yourself the time you want. Pick your busy days,
and make those meals the most simple or
prepared ahead to help you.
COMPILING MENU WITH SET A NUMBER OF
DISHES, ONE FROM EACH COURSE
It is also called Prix Fixe or fixed price menu in
which set items, one from each course (without
any choice), are pre-arranged by the host. This
type of menu is mainly used for functions, like
weddings and banquets. It is very simple to
compile.
Remember the following points before you
compile such a menu:
Relevé course is the heaviest of all courses, the
second heaviest is the rôti course, and the third
is the entrée.
Offer either egg or pasta. It is suitable for a
luncheon menu and not included in the dinner
menu. If egg/pasta is offered, avoid a fish
course.
36. Preliminary courses- appetizer, soup.
Main courses- Egg/pastas, fish, entrée, relevé,
rôti, vegetables.
Give either cheese or savory.
Cheese/savory can be served as an alternative
to the sweet course.
The sweet course should not be immediately
followed by a dessert course. The menu may
have these two courses, provided cheese or
savory is offered.
Coffee should be included in the menu, but not
considered as a course.
STEPS FOR COMPILING THE MENU
1. First, decide on the number of courses you
want to offer on a menu.
2. Decide what course you want to give as the
main course.
3. The main course should be in the middle of
the menu.
4. Once you decide on the main course then
you know how many courses you need to give
before and after it.
5. Decide the courses you want to give before
and after the main course.
6. Write the menu.
7. Draw a small line between courses indicating
the end of the course.
8. Always give potatoes and green vegetables
with the main course. A line should be drawn
after writing the accompanying vegetables for
the main course.
9. Stick to any one language, English or French,
when you write the menu.
10. Menu terms are different from French
terms. Menu terms may remain as they are
when you are compiling the menu.
11. Write, menu, date, and price.
CONCLUSION
So, menu planning is one of the most important
managerial activities upon which the entire
operation of food and beverage is based. Many
internal and external factors that affect menu
planning should be analyzed very deeply.
Careful thought should be given to the changing
needs and profile of consumers while planning
the different types of menus.
37. Restaurants must satisfy groups and not
individuals, which is possible through careful
planning of the menu. A successful
restauranteur will sell foods that the customers
want to eat and not what the restauranteur
wants to eat.
Also read: The 7 factors that should be
considered while planning the menu
Spread the Knowledge:
Mise en place for Gueridon Service
What is Mise-En-Place for Gueridon Service
Service Procedure for A La Carte lunch or dinner
in Restaurant
Service Procedure for A La Carte lunch or dinner
in Restaurant
Type here to search...
AUTHORED BY
Dipayan Mondal
Hello, welcome to HotelManagementTips. I
completed my hotel management degree from
GNIHM, Kolkata. Actually I am very passionate
about Hospitality Industry. Now I am a
successful Hotelier in India.
RECOMMENDED POSTS
All about Facilities ManagementWhat is
Facilities Management: Importance, Functions,
and Process
16 MIN READ
Indian Food Service IndustryIntroduction to the
Indian Food Service Industry
3 MIN READ
types of glasses in f and b serviceWhat are
Different Types of Glasses in F&B Service
1 MIN READ
COPYRIGHT (C) 2021 HOTELMANAGEMENTTIPS.
ALL RIGHTS RESERVED
CONTACT US ABOUT US AFFILIATE DISCLOSURE
PRIVACY POLICY
HOME
OUR EBOOKS
ABOUT HOTEL INDUSTRIES
CAREER IN HOTEL MANAGEMENT
HOTEL INTERVIEW QNA
DRINKS
RECIPES
CONTACT US
Type here to search...
Toggle navigation
zip haccp main logo
Menu Planning | 9 mins read
38. Menu Planning and All It Encompasses
menu planning and all it encompasses
1626119363 8908
Cynthia Vespia By Cynthia Vespia , July 14, 2021
What Is Menu Planning?
In restaurants and other food operations, menu
planning is of utmost importance. Planning the
menu in advance can ensure food menu items
are prepared on time. It enables the chefs to
organize their kitchen staff to be most effective
when cooking the staple restaurant dishes
alongside specials and new items.
Having a menu plan will also reduce food waste
which saves money for the restaurant. The It
also helps in reducing wastage of food items
and cooking fuel resources, and thus saves
money. Menu planning will improve purchasing
and storage efficiency. And with multiple
cuisine menus, planning the menu in advance
helps embrace each theme in an easier manner.
How To Do Menu Planning?
how to do menu planning 1626119363 9549
To start, having a menu concept will cut down
on confusion in the first stages of menu
planning. This involves knowing what type of
cuisine should be served at the restaurant. The
overall theme that it is meant to be known for
and the amount of competition from similar
restaurants in the area can streamline this
process.
A simple goal to reach for is staying under 30
items on the menu. This will maximize
productivity. Food items can always be added in
later, but at the start less is better.
Other menu planning ideas can include the
following-
Develop a list of core ingredients
If several dishes can be made using most of the
same ingredients it will keep costs down.
Understanding the restaurant concept and the
target market trying to be reached will help
develop a list of the core ingredients. This will
go along with the flavor that the restaurant is
known for. Sourcing ingredients from local
artisans and butchers, or seasonal produce, can
be convenient and reduce food costs.
Cost out your menu items
Once the menu concept and ingredients are
decided upon, its time to analyze the cost
associated with each dish. A recipe
management program can organize and keep
track of specific menu costs such as portions.
Based on added cost totals, the idea of price
reduction can be explored. Adjusting food
suppliers or reestablishing some menu items
are methods of ensuring enough room for profit
based. Whatever the revenue goal is,
understanding the key performance indicators
39. (KPIs) will be an asset in building a successful
menu.
Run a test kitchen
Testing flavors and food combinations is where
the menu planning really takes off. Chefs will
generally plate out samples of each menu item
and applicable staff try them to ensure the
tastes and overall ideas are being met. After
reviewing feedback and making a few tweaks,
the menu should be created.
The key to having a menu that is both profitable
and memorable is a unique focus. Focus on a
few staple dishes the restaurant should be
known for and grow from there.
Online employee scheduling software that
makes shift planning effortless.
Try it free for 14 days.
The Importance of Menu Planning
the importance of menu planning 1626119363
2286
A memorable menu is an important part of the
restaurant marketing package. Food is the first
thing a restaurant should be known for. When
the menu is being designed, it should express
the personality of the restaurant.
Menu planning will tie together many different
aspects of restaurant success. A good menu is a
source of profitability, establishes operational
budgets, and is is what customers will come to
know the restaurant for.
It can't be emphasized enough how important
the menu is to a restaurant or food service
establishment. Menus are known as "the driver
of a foodservice operation" because the success
of a menu impacts all aspects of business
operations.
What Are The Factors of Menu Planning
The factors that influence menu planning
involve-
Competition in the Market- Food quality and
menu prices must be set competitively to
survive in the busy restaurant industry.
Source- Where the food and ingredients are
being sourced from will impact menu planning.
Local ingredients will be less costly than those
which need to be shipped through food
distributors.
Adopting new trends- Customer trends can
have an impact on the menu. tracking these
trends is important when developing new
recipes and menu items that stay profitable.
40. Dietary change on demand- Demographics play
a large role in menu planning due to availability
and the quality of foods considered. A number
of factors go into a customers choice of where
to eat. A menu should be ready to serve all
types of customers by allowing for vegetarian,
non-vegetarian, allergies and other special
needs.
What Are The Different Types of Menu Planning
what are the different types of menu planning
1626119363 7867
Menus planning will be different based on the
type of menu the foodservice operation is
focused on. The classic categories of menu
types include-
Static menus- Used in quick service and casual
restaurants. The menu remains unchanged each
day so customers know what to expect for quick
grab orders. Static menus can be printed or
written on a menu board that is located above
the cashier station. Coffee houses and fast food
restaurants often have their menus located
right behind the ordering station.
Cycle menus- Used in non-commercial
foodservice, corporate dining, schools and
healthcare facilities. A cycle menu is set for a
specific length of time before changing. For
example, hospitals use week long timeframes to
serve their patients as most don't remain in
care for over that length of time. Cycle menus
are also planned around different seasons.
Daily (or single-use) menus- Used in fine dining
and for special events. They often feature local
products which are only available on certain
days. Daily menus are single-use and put
together for parties, banquets and other
catered events.
Other menu categories
Menus can also be planned according to these
categories as well.
Function of the menu
Meal/Time Period
Style of service
Pricing styles
Amount of selection
Categories of Menu Planning:
Static
Cycle
Daily
Function of the menu
Meal/Time Period
Style of service
Pricing styles
Amount of selection
Online employee scheduling software that
makes shift planning effortless.
Try it free for 14 days.
41. How to Be Innovative with Menu Planning
how you can be innovative with menu planning
1626119363 3652
Advice for staying innovative in a competitive
foodservice industry is to go outside of the
industry for inspiration. Look to trade shows,
industry magazines and other food vendors for
ideas.
Know what the competitors are doing and then
establish ideas based around trends but
maintaining the uniqueness of the restaurant
itself. By understanding the trends, the menu
planning will speak to the brand of the
restaurant and attract like-minded customers.
At the end of each billing cycle or each year, do
an in-depth analysis of what's working and what
isn't then adjust accordingly. Keep the
customers in mind when menu planning. One
way to do this is establish a source for customer
feedback. Once this information is in hand, it
will be easier to adjust the menu accordingly.
When the time comes to create new items for
the menu, ensure the dishes continue to align
with the brand and business goals. Some ideas
to think about when being inventive include-
1. Be externally focused
As mentioned, ideas come from many places
not just the restaurant kitchen. A possible
partnership with idea makers can help shake up
a menu.
2. Culinary creativity coupled with strategic
marketing
Combined creativity with culinary awareness to
create a strategic marketing plan to introduce
innovations to the marketplace.
3. Encourage contribution
Ask questions of the team to engage creative
thinking. Explore new culinary trends that
match the vision of the brand and will delight
customers.
4. Competitive analysis
Understanding statistical analysis of market
trends will be valuable in deciding which trends
customers will enjoy on the menu.
5. Taste test
Ensure the quality and flavor of innovative
menu items match the brand and also taste
great.
Keys to Menu Planning: Top five keys to
innovation
1. Be externally focused
2. Culinary creativity and strategic marketing
3. Fill your product development pipeline
4. Competitive analysis
5. Taste, taste, taste
The Impact of Technology on Menu Planning
the impact of technology on menu planning
1626119364 5558
42. Technology continues to upgrade experiences in
the restaurant industry. One such change is in
menu planning. Software has made it more
convenient to create, edit and adjust menus. It
has also made things easier for customers who
want to order food from the restaurant online.
For many years, menus existed only on paper.
As the design trends changed and technology
started getting more advanced, the paper
menus have evolved. Many restaurants have
moved to digital menus where customers can
order from tablets, phones, or even kiosks at
their table. This has cut down on waste
produced from paper menus and has helped
the restaurant industry during troubled times.
In 2020, restaurants were forced to close their
dining rooms due to the pandemic and health
requirements. The only option to stay in
business was to offer delivery or curbside
pickup. This is where online ordering from
digital menus became a game changer. Now, as
things find their way back to normalcy, some
customers still prefer the convenience of
ordering online.
Analysis from Technomic indicates that 46% of
customers expect an option to order online, via
mobile phones or on kiosks within the
restaurant itself. As customers embrace
technology, its important for restaurants to do
the same if they want to keep their clientele.
How to Use Technology to Enhance a Menu
Each restaurant will need to determine the
technological tools that will work best for their
needs. When it comes to menu planning, here
are some ways in which technology can help-
Menu updates- Technology makes it easier to
incorporate changes to a menu. Whether an
item is no longer available, or a special needs to
get on the menu swiftly, digital menus can help
with that.
Test menu options- Because the menu can be
edited with ease, it allows for more items to be
tested. Specials, pricing and new entrees are
easily tried out with a digital menu.
Use technology to provide news and
entertainment- Some restaurants incorporate
games within their tabletop kiosks. This can be
helpful for families with children dining who
need a distraction waiting for food to come. An
often overlooked piece of technology is bar tops
which include popular gambling games right at
the diners seat.
Track metrics- Technology has made tracking
metrics from diners more advantageous.
Analyzing whether a new dish is popular can
establish a baseline for incorporating that item
back on the menu or leaving it off altogether.
Conclusion for Menu Planning
conclusion for menu planning 1626120982 1237
In all foodservice operations menu planning is
of utmost importance. A good menu is a driver
of all other business operations.
Menu planning can reduce food waste, make
food prep more efficient, and provide better
organization.
43. Some categories of menus are static, cycle and
daily.
Technology affects everything in a restaurant's
business operations, including how to develop a
menu.
cta content inline and exit intent
Full Name
Email
— Restaurant Management & Growth Blog —
Menu Planning
Newsletter Sign-Up Français
UnlockFood.ca Logo
Search
Search icon
Home Arrow Right Articles Arrow Right Menu
Planning Arrow Right 7 Steps for Quick and Easy
Menu Planning
ARTICLE
7 Steps for Quick and Easy Menu Planning
menu plannning form with a pen
Are you struggling to manage a busy lifestyle
and eat right? Menu planning may be the
answer. You’ll find it easier to eat healthy, save
money and get tasty meals to the table faster.
Which of these steps can help you to plan
better?
1. Post an ongoing grocery list where it’s easy to
see.
Let everyone know to add items to the list as
you run out.
Make shopping easier. List foods under
headings (produce, meats, etc.).
2. Ask for meal ideas and share the work.
Ask others for lunch or dinner ideas.
Give everyone a job – planning, shopping,
cooking and clean-up too!
3. List your favourite seasonal meals ideas.
Use the list as an idea starter. Keep it to use
again.
Write down the shopping list for each recipe.
Try something new. Get great seasonal ideas at
Foodland Ontario.
4. Find out what’s on hand and what’s on
special to plan your meals.
Check the fridge, cupboard and freezer. Read
the flyers too!
Note what needs to be used up soon so it does
not go to waste.
Keep the pantry well-stocked with healthy
basics.
5. Start planning! List three meals and one or
two snacks daily.
The information from steps 1 to 5 can help!
Keep meals simple during the busy work week.
Post menu plans in a visible spot. First home
starts cooking!
44. Store menus in a binder to use again.
6. Eat healthy meals and snacks!
Plan meals and snacks using healthy basics
prepared with little or no added fat, sugar or
sodium. Limit the processed or prepared foods.
Eat fewer packaged, ready-to-eat and take-out
foods. Eat fewer packaged, ready-to-eat and
take-out foods.
Serve at least one serving of vegetables and/or
fruit with each meal.
7. Save time on meal planning.
Use leftovers for lunches or as part of another
meal.
Use time-saving appliances: slow cooker, rice
cooker, toaster oven.
For a cook's night off, make your own healthy
frozen dinners.
Find out more:
My Menu Planner
Menu planning checklist
Family-friendly one-week menu plan
Menu plan template
Last Update – January 23, 2019
Phone Icon Dietitians look beyond fads to
deliver reliable, life-changing advice. Want to
unlock the potential of food? Connect with a
dietitian.
ARTICLEDietitians help you get clarity about
food and nutrition
ARTICLETips For Eating Out With Kids
ARTICLEBeet and Barley Salad
Phone Icon
Become a Dietitian
Learn more about the training, education, roles
and workplaces of dietitians.
Learn More
Mail Icon
Find a Dietitian
Search by location, keyword or name to find a
dietitian in your area.
Learn More
Menu Icon
Browse By Topic
Search for information by topic.
View All Topics
Twitter IconUnlockFood.ca
Tweets by EatRightOntario
Blog Badge
Dietitian Blogs
Discover a new favourite blog!
46. Through the menu, customers are kept
informed of what dishes are available in the
restaurant and the price per dish. The menu
also allows restaurant operators to promote
certain dishes in high visibility positions.
Click on the topics below to start
Topic 1: Major Considerations in Planning
Menus
Topic 1: Major Considerations in Planning
Menus
Learn what are the key factors to consider when
drawing up your menu.
Click here
Topic 2: A Balanced and Accurate Menu
Topic 2: A Balanced and Accurate Menu
Learn what you can do to ensure balance and
accuracy in your menu.
Click here
Topic 3: Menu Engineering
Topic 3: Menu Engineering
Find out what are the dos and don’ts when
creating your actual menu.
Click here
Topic 4: Evaluating Your Dishes
Topic 4: Evaluating Your Dishes
Learn why you should evaluate your dishes,
what to evaluate and how to evaluate them.
Click here
Click here to go back to Chefmanship Academy
Modules page.
Related Articles
IMPROVE RESTAURANT PROFITABILITY
Module 1: Maximising Efficiency and Profit
IMPROVE RESTAURANT PROFITABILITY
Module 2: The Importance of Counting Costs
BASICS OF FOOD SAFETY
Module 1: Food Safety Introduction
BASIC FOOD PREPARATION TUTORIALS
Module 1: Principles of Food Preparation
Introduction
About Us
Free Courses
Chef Inspiration
Recipes
Shop
Support
E-Newsletter sign-up
Select your country
Please Recycle
Legal terms
Privacy notice
