The Buddy System : The Buddy System Taking a look back… : Taking a look back… Remember your first day at the hotel.
What was your experience like?
Try to recall what happened on that day.
How did you feel; Comfortable? Taken care of? or: Confused? Nervous?
What was your first impression? Slide 3: Importance The orientation period of new associates is crucial to motivation and performance.
The Buddy system is a practical and easy-to-implement approach in the learning chain. Slide 4: Let me tell you a story…. Slide 5: the new elevator cleaner
A new hotel employee was asked to clean the elevators and report back to the supervisor when the task was completed. When the employee failed to appear at the end of the day the supervisor assumed that like many others he had simply not liked the job and left. However, after four days the supervisor bumped into the new employee. He was cleaning in one of the elevators. "You surely haven't been cleaning these elevators for four days, have you?" asked the supervisor, accusingly. "Yes sir," said the employee, "This is a big job and I've not finished yet - do you realise there are over forty of them, two on each floor, and sometimes they are not even there.." Goals : Goals (experienced Associate) (new Associate) BUDDY/ MENTOR MENTEE I want to learn fast, fit in and start working. Let’s get the new team member up to speed as quickly as possible… The first Impression… : The first Impression… …can have a direct impact on the new starter’s motivation level and willingness to learn. Brainstorm the Role of a Buddy : Brainstorm the Role of a Buddy Sharing his/her job knowledge
Sharing experiences and skills
Helping the new associate to become familiar
with the job at hand
Acclimatizing him/her to the surroundings Essential Competencies : Essential Competencies A BUDDY IS SOMEONE . . .
with a genuine interest in his/her mentee
who is knowledgeable
who is a good listener
who can give feedback
who can explain things well
who shares ideas
who is a successful learner
with a good sense of humor
who is non-judgmental
who is open minded Slide 10: Group 1
Think about what/ how you can prepare before a new team member joins. Super Brain Storm Group 2
Think about what you need to cover with the new team member during the first two days of joining. Slide 11: HR informs respective Head of Department (HOD) of arrival date of associate
HOD nominates and informs the Buddy who
will spend the first one month with the new starter, training him/her on-the-job
Training Book to be arranged (available at Training Department)
Department to prepare an Induction program and Welcome Pack Before a new Team Member joins… What should be included in the Induction Program? : What should be included in the Induction Program? Tour of the property
Welcome Charter/ SOP Training
Cross exposure in other departments in order to get a better understanding of the processes in the hotel Slide 13: The program should start with the Departmental Welcome and a tour of the hotel.
The departmental Induction should be completed within the first two days of joining.
All appointments must be confirmed with the contact person in the respective department for the cross exposure. Points to consider when preparing an Induction Program Slide 14: From your experience please state what challenges have you faced while training/ coaching an associate. Brainstorm – in Pairs TRAINING… is systematic development of: : TRAINING… is systematic development of: Knowledge – is in our heads
Skill – is the ability to do
Attitude – is about being
… and behavior patterns required by an individual to perform a given job or task adequately. ADULT LEARNING : ADULT LEARNING Realistic & relevant
Change is uncomfortable
Own the new skill, attitude, knowledge
Integrated – “known to new”
Direct own learning & learn by doing, offer help and guidance. Slide 18: The Training Method TELL - Verbally explain to the mentee what you are going to be teaching him/ her to do.
SHOW - Demonstrate the activity whilst giving another verbal explanation.
TRY - Let the student practice the new skill whilst supervising, assisting and giving feedback.
GO - The mentee is now confident to carry out the new skill – leave them to do it! But be available for help and advice when needed, and give feedback at opportune moments. Looking ahead… : Looking ahead… Once the new starter has been integrated into the team, the buddy/ mentor is still available to discuss issues and provide guidance. Benefit : Benefit Associates who have mentoring relationship have a higher productivity level, a higher level of involvement with their departments and a greater job satisfaction. How does Mentoring help : How does Mentoring help Mentoring engages new associates in ongoing
conversations by being:
Informal While Mentoring, remember to: : While Mentoring, remember to: Treat your mentee with respect
Welcome all questions
Offer your undivided attention
Meet away from the work place when necessary
Discuss standards for work Quality
Make him/her feel like a potential colleague ProvideEncouragement and Support : ProvideEncouragement and Support Discuss ideas and try new techniques
Remind him/her how we learn from our failures
Assure him/her that they have skills and abilities to succeed
Share your experiences
Teach him/her how to break down tasks to avoid feeling overwhelmed Provide a personal touch : Provide a personal touch Be open to discuss non work related issues
Some mentees are shy – be approachable
Assist associate in finding solutions to issues
Let your mentee know that you want him/her to succeed Providing Effective Feedback : Providing Effective Feedback “It takes two to speak the truth – one to
speak and another to hear.”
- Henry David Thoreau Feedback - Definition : Feedback - Definition Feedback is the sharing of observations about job performance or work related behaviors. ProvideConstructive and Supportive Feedback : ProvideConstructive and Supportive Feedback In a timely manner
Temper criticisms with praise when it is deserved
Address foreseen problems that may affect the new associates’ work Slide 28: Effective Feedback can improve three aspects of your work:
Relationships – how well you interact with people
Process – how you get the work done
Results – your measurable on-the-job achievements Developmental Feedback : Developmental Feedback 1. Listen before you speak - seek to understand 2. Maintain or improve self-confidence 3. Be factual and specific 4. Seek alternatives together S T A R ITUATION ASK CTION ESULT Effective Feedback - Examples : Effective Feedback - Examples 1 Good: “Anton, I an concerned about your punctuality. You have been 15 minutes late for the past three mornings, please explain why.”
1 Bad: “Anton, you have a lousy attitude towards your job.”
2 Good: “Louis I’ m sure your progress will be much faster now that you are clear on how to use this new machinery.”
2 Bad: “Louis, isn’t it about time you improved your production with this machine!” Slide 31: Effective Feedback helps:
Redirect a behavior or point out a more productive path of action
Reinforce or encourage an effective way of working
Coach better performance Slide 32: How does our story end…. ….will the Buddy system work? Slide 33: Thank you for your continuous support!