Modern Human Resources management needs an instrument that allows it to measure the performance of workers quantitatively and qualitatively, in our country that instrument is performance evaluation, which theoretically is very well defined in terms of objectives and regulations, But when carrying out its implementation in the Tourism System, mechanisms have been established that make it cumbersome for managers who have the responsibility to prepare it and in most cases the objectives set are not met.
The performance evaluation has as fundamental objectives:
- Allow conditions for measuring human potential in the sense of determining their full development at work. Allow the treatment of Human Resources as a strategic resource for the organization and whose productivity can be developed indefinitely, depending on management and business strategy.Providing opportunities for growth and conditions of effective participation to all members of the organization, taking into account on the one hand the organizational objectives and on the other the individual objectives. Provide adequate feedback to the worker, through effective communication. Offer compensation, promotions and recognitions with greater justice, which affects the work environment.
It is carried out based on the results of the work and according to the objectives approved for each stage, based on the following principles:
- Its integration with the mission, objectives and performance standards must be achieved. It must guarantee the knowledge of the performance individually and fairly. Pay attention to the cause of the problems. Ensure that the employee has an active participation in the whole process. Specify the aspects strengths and weaknesses that affect worker performance. Systematicity with time for change. Authority and responsibility of the personnel and management department. Given by consistency with one supervisor and another evaluate the same employee. Validity, to the extent that the variables and data are related to actual performance.
Taking into account that currently the Performance Evaluation in the Tourism System is governed by a Resolution issued by that body, it is recommended the elaboration of Guidelines that allow each entity to prepare, based on the same, the performance Evaluation Manual that is adjusted to its conditions and characteristics.
This Manual is the result of having carried out at the regional level, an analysis of the factors or elements that undermine the quality of performance evaluations in the Tourism System and a proposal to more objectively assess work performance to achieve high levels of satisfaction in the service provided.
CHAPTER I: GENERAL
1.1 Legal framework: Labor Code, Resolution 8/2005 MTSS, Resolution 21/2007 MTSS and Resolution 71/2007 MINTUR
The current Labor Code, on the Evaluation of Workers, in its article 47 establishes:
MTSS Resolution 8/2005, in its Chapter X, regulates in general the Evaluation of the Performance of workers.
Resolution 21/2007 of the MTSS establishes the objectives, scope, basic principles and fundamental indications that allow the administration of labor entities to carry out the evaluation of the performance of their workers.
Resolution 71/2007 of the MINTUR puts into effect the Norms and Procedures for the performance evaluation of the workers of the entities that make up the Tourism System.
1.2 Main problems faced in carrying out the performance evaluation process in the Tourism System.
Tickets:
- There is no systemic approach between mission, vision in the strategy of the organizations and performance evaluations. The tools (SWOT, objectives, audits, satisfaction surveys, inspections) are not used adequately to take them as inputs of the process, in the fulfillment of the objectives of the organization. The supervision of the performance lacks of systematicity, level of detail on the part of the boss and middle managers. It is not possible to register and systematic checks as work tools. The training plans are not adjusted to the difficulties identified in performance evaluations. They are formal and are not of practical interest to the different jobs and people. The jobs are not designed for the specific functions of that position in each entity.Not enriched with the changing scenarios of the jobs. The objectives are set but the measurement criteria have difficulties for their preparation, they have not been specified in the entities to achieve uniformity in the evaluators of the same type of position.
Process
- The evaluators do not recognize or do not attach importance to the performance evaluation process and the solution of existing problems, they see it as just another bureaucratic activity. The evaluators are not completely clear on how the evaluation process works. performed schematically. Lack of knowledge on the part of the worker of the points for which they must carry it out. The workers themselves do not give importance to performance evaluation. Lack of commitment to the organization and lack of reliability of some of the people they evaluate. It is formally carried out, sometimes without prior consultation with the evaluated and in other cases it is not carried out. The reports are delivered to incomplete HR. The quarterly evaluation lacks objectivity, constituting an extremely bureaucratic action.
Controls
- No procedures are established for claiming the monthly evaluation. Only the annual one. Need to adapt the indicators for each position, to make its realization more tangible. Resolution 71 establishes a quarterly evaluation that is not objective, is bureaucratic, there is duplication of control with more associated resource costs. Marathons for compliance with the evaluation schedule due to the lack of seriousness of the matter. It is not used as a tool for which it was conceived, so it does not give any satisfaction (pity, commitment and follow-up). The poor difference in salary scales and the low reliability, shape the little commitment of the evaluators. The evaluation of performance is not effective, it does not materialize because it has no impact neither in the improvement in the quality of services, nor in salary,nor in improving the development of the worker. In case of having the performance evaluation subject to payment, it does not give enough time to follow the established procedure, the results are not reliable.
Mechanisms
- A team intervenes in its result and in practice only the HR area is responsible. There is no preparation of the evaluation team to execute the process. There is no uniformity in the criteria that support the indicators to achieve objectivity in the same job profile at different There are no competencies in the evaluators: attitude, knowledge, skills. There is apathy of the evaluators for this process, associating it only with bureaucratism, not with the process itself. The center cadres do not control the process, nor do they move to the necessary change. They feed back the results at the level of the board of directors in the entities according to the solution. Very bureaucratic at the end of each quarter for each evaluator. Demand the incorporation in the evaluation process of the evaluation team of their exercise in this function.Technical and communication problems. Processing and filing often cannot be done in terms and conspires with the timely presentation of evaluation results.
Results
- The evaluator is not able to reflect in the self-evaluation the difficulties he has had with his performance during the month. The evaluator is not able to recognize his difficulties. The Evaluator does not control his subordinates daily and does not consider the importance Your feedback. Neither the evaluator nor the evaluated see this tool as a motivating element with continuous improvement of performance, only the economic part is seen. It does not contribute to improving the development of the evaluated. It is a superficial instrument for complacency and for administrative obligation. It is not part of the documentation before a new entry, it is not useful for determining the needs of the evaluated (improvement, etc.). questions that at some point are pointed out to the evaluated.
CHAPTER I: ESSENTIAL TERMS. TAKEN FROM THE NC. 3000: 207
3.5 Senior management
Person or group of people who direct and control an organization at the highest level.
3.14 Position
Those that appear collected in the common qualifiers, of branch or activity and own of organisms, belonging to the different occupational categories, as well as in resolutions. They define the name, content of work and the requirements to occupy them and express the employment or trade performed by the workers in the organization.
3.23 Labor competencies
Synergistic set of knowledge, skills, experiences, feelings, attitudes, motivations, personal characteristics and values, based on demonstrated suitability, associated with superior performance of the worker and the organization, in accordance with the technical, productive and service demands. It is an essential requirement that these competencies are observable, measurable and that they contribute to the achievement of the organization's objectives.
3.32 Human Capital Development
Continuous and simultaneous training process aimed at achieving knowledge, multi-skills and values in workers that allow them to hold high profile positions, with the skills for superior job performance.
3.33 Adequate job performance
Labor performance and worker performance, appropriate to the requirements established for his position and expresses the demonstrated suitability.
3.34 Superior work performance
Labor performance and superior performance of the worker, with a high economic and social impact, present and future, identified with the labor competencies required for their position. This performance corresponds to the strategic behaviors, that is, the competencies to achieve the entity's strategy.
3.37 Labor discipline
Compliance with the labor order established in each organization and current legislation, which contributes to the productive and efficient performance of individual and collective work.
3.39 Document
Data that have meaning and their means of support.
3.40 Effectiveness:
Ability to achieve the effect that is desired or expected.
3.41 Efficacy
Extent to which planned activities are carried out and planned results achieved.
3.42 Efficiency
Relationship between the result achieved and the resources used.
3.55 Performance evaluation
Systematic measurement of the degree of effectiveness and efficiency with which workers carry out their work activities during a certain period of time and their potential development, and constitutes the basis for preparing and executing the individual training and development plan.
NOTE Includes the evaluation of the demonstrated suitability, the labor competences, the results achieved in the fulfillment of their functions, tasks and objectives, their training and individual development plan and the recommendations derived from previous evaluations.
3.58 Employment record
File that contains a set of documents that are related in the law, where the data and background of the worker's labor history appear, the administration being in the obligation to prepare, update and keep it in good condition.
3.67 Proven suitability
Principle by which the administration is governed to determine the entry of workers into employment, their permanence and promotion, as well as their incorporation into training and development courses.
3.78 Training needs
Fundamental element that must determine the direction of the organization, to identify the gap that exists between the knowledge, skills and attitudes that each worker presents and the requirements that the position he carries out, to prepare his individual training and development plan, based on of whose integration the annual plan of training and development of the human capital of the organization is elaborated.
3.86 Participation of workers
Essential management principle that ensures that workers take part in decisions aimed at the development and fulfillment of the objectives and strategy of the organization, the search for solutions to problems and compliance with established legislation given their experience. Its application makes it possible to achieve a full commitment of the workers and that their competences are applied for the benefit of the organization and themselves.
3.101 Labor productivity
Degree of efficiency of living work concretized through different indicators. It expresses the relationship between the production volumes or the results achieved and the labor expenses incurred to achieve it, taking into account the required quality and the average level of skill and intensity that exist in society.
3.117 User or customer satisfaction
User or customer perception of the degree to which their requirements have been met.
CHAPTER III: DRAFT GENERAL GUIDELINES FOR PERFORMANCE EVALUATION
2.1 Concept
Performance Evaluation shall be understood as the systematic measurement of the degree of efficiency and effectiveness with which workers carry out their work activities during a certain period and of their potential development within the organization, constituting the basis for preparing and executing the plan. individual training and development.
2.2 Workers who understand
The performance evaluation includes all the workers of a hotel facility, from the occupational categories: operators, services, technicians and administrators.
The performance evaluation does not include the cadres, leaders and officials, who are governed by the provisions of Decree Law No. 196 and Decree Law 197, both dated October 15, 1999.
2.3 Fundamental Objectives
The following are the fundamental objectives to be achieved and maintained by management in evaluating worker performance:
a) Participation in the achievement of the entity's objectives and strategies, according to the functions and tasks it carries out.
b) Discipline and standards of safety and health at work, as well as the use and care of personal protection means, equipment, material resources and the environment.
c) The proven suitability.
d) Individual training and development.
e) The best relations between bosses and subordinates and between the workers themselves.
f) The participation of the worker within the labor group and its cooperation in the fulfillment of other tasks and objectives.
2.4 Fundamental aspects
The following are fundamental aspects of performance evaluation:
a) Increased productivity, quality, qualification, discipline and compliance with safety and health standards at work.
b) The adequate use of material resources, equipment and machinery, the rational use of energy carriers and the improvement of the service and the protection of the environment.
c) The educational purpose, which allows determining the actions to be developed to continuously improve the performance of the worker;
d) Impartiality, which involves evaluation based on facts, results and the worker's behavior and not on their personal characteristics.
e) Continuous and systematic process with partial cuts, of the integral evaluation of the results and behavior of the worker in the achievement of his tasks and objectives.
2.5 Fundamental indicators:
To carry out the designs for evaluating the performance of the workers, the following fundamental indicators are established, counting on the opinions and approval of the workers:
a) Compliance with the recommendations derived from the previous annual performance evaluation.
b) Fulfillment of their individual objectives, functions and tasks and the performance of the work with the required efficiency, quality and productivity.
c) Behavior of the discipline and the use of the working day.
d) Compliance with safety and health standards at work.
e) Use and care of material resources, mainly energy carriers and personal protection equipment and means.
f) Compliance with the training and individual development plan.
In the monthly evaluations, the indicators of subsections b), c), d) and e) will be taken into account and will be determined by the Head of Department and the Secretary of the Trade Union Section, which aspects will contain each of these indicators and others. indicators that they consider necessary, for each area of work, as long as they correspond to the policies of the SGICH, the objectives and established principles, and are attached to the collective labor agreement.
All indicators will be taken into account in the annual evaluation.
2.6 Frequency of implementation
The performance evaluation is carried out annually, with monthly partial cuts for which the worker must have worked, at least, 70% of his work time.
2.7 Who performs it
The monthly evaluation of the worker's performance is carried out by the immediate superior manager of the evaluated party, after hearing the opinion of the union organization if necessary, and must involve:
a) A feedback process that allows the boss and subordinates to detect the problems and deficiencies present in their work area within the organization.
b) An interaction process that facilitates communication between the members of the work teams to fulfill the objectives.
The result of the performance evaluation is analyzed and discussed with the worker and the labor collective to which it belongs is informed in a workers' assembly.
2.8 How it is controlled
The heads of labor entities will be responsible for compliance with these rules and procedures; To do this, they establish the schedule for the performance evaluations of their workers, as well as control it. The performance evaluation process is analyzed at least twice a year in the entity's boards of directors, taking into account, among others, the following aspects:
a) Compliance with the established schedule.
b) Number of evaluated workers and non-evaluated workers.
c) Quality of evaluations.
d) Actions taken based on the results of the evaluations and their impact on the workers and the organization.
2.9 Forms of claim
The worker has the right to discuss the evaluation (monthly and annual) with his immediate superior manager and express his opinions.
In the event of disagreement, you can claim before the immediate superior superior to the one who performs the evaluation within 7 business days after notification, who decides what to do within 20 business days after receiving the claim. There is no recourse against this decision, either administratively or judicially.
The evaluated worker can complain to the Base Labor Justice Organ in the case that he / she appreciates violations of the norms and procedures established for performance evaluation.
CHAPTER IV: Procedure for monthly performance evaluation
3.1 The monthly performance evaluation is carried out by executing the following actions:
a) Performance evaluation by the worker's boss.
b) Discussion of the evaluation results with the worker and signature by both parties.
3.2 The aspects that make up the monthly evaluation of worker performance are the following:
a) AMOUNT OF WORK PERFORMED: Refers to the fulfillment in the period of the tasks that have been assigned to the worker, in its quantitative aspect and in correspondence with the labor regime in which it is covered.
b) QUALITY OF THE WORK CARRIED OUT: Refers to the fulfillment in the period of the tasks that have been assigned to the worker, in its qualitative aspect, taking into consideration complaints from internal and external clients; products rejected for lack of quality; non-compliance in time of the assigned tasks and others determined from the specific tasks that each worker fulfills.
c) EFFICIENCY: Refers to the efficiency with which the tasks assigned to the worker were executed, including in this case the expense and saving of the material resources used.
d) PRODUCTIVITY: Refers to the productivity with which the worker executed the assigned tasks, including in this case the adequate use of time for their execution.
e) LABOR DISCIPLINE: Refers to attendance and punctuality at work during the period evaluated and includes, in its analysis, having disciplinary measures applied or not in said period for violation of one or more of the obligations or for non-observance of a or several of the prohibitions established in the Internal Disciplinary Regulations of the labor entity and reflect the conduct and behavior of the worker.
f) SOCIAL PROPERTY CARE: Refers to the care that the worker has shown in the period evaluated, about the means and resources of his organization and the means of work that he uses to carry out his work.
3.3 The model contained in Annex No.1 is used to carry out the monthly performance evaluation .
In Annex No. 2 the variables to measure in each aspect operate, taking into account the requirements and the specificities of each position.
3.4 The model includes the aspects established in the previous section with the specific parameters by job position, as well as the qualitative and quantitative evaluation according to the following scale:
a) Very good, equivalent to 5 points.
b) Good, equivalent to 4 points.
c) Regular, equivalent to 3 points.
d) Wrong, equivalent to 2 points.
3.5 On the reverse side of the monthly performance evaluation model, the evaluator must express the evaluations that support the evaluations given and any aspect of interest that he considers appropriate. For its part, the evaluated, can also express their assessments, on their progress or disagreements with the evaluation given. Annex No. 1 (overleaf) ( Download )
3.6 The final grade of the monthly performance evaluation is obtained by adding the equivalent points, the aspects evaluated as very good, good, fair and poor. The total sum of points obtained in the month by the worker provides an overall rating for the monthly evaluation, according to the following value ranges:
a) Bad, from 12 to 17
b) Regular, from 18 to 23
c) Well, from 24 to 26
d) Very good, from 27 to 30
The final qualification of the monthly performance evaluation can in no case be evaluated as very well, if in any of the evaluated indicators the worker obtains a poor or fair qualification in the period.
The final grade of the monthly performance evaluation can in no case be evaluated as good, if in any of the evaluated indicators the worker gets a bad grade.
3.7 Workers of all occupational categories who are benefited with the additional payment established by the ninth resolution of Resolution No. 61 of 2005 of the Minister of Labor and Social Security, lose the right to collect up to 25% of said payment, when in the monthly performance evaluation they obtain a grade of regular and lose the right to collect between 25% and up to 50% of it, when in the monthly performance evaluation they obtain a bad grade.
3.8 The percentage of impairment in suitability will be determined by agreement between the Hotel administration and the General Secretary of the Union and is attached to the Collective Labor Agreement. See annex No. 3
CHAPTER V Procedure for annual performance evaluation
4.1 The annual performance evaluation is carried out in the first quarter of the year following the concluded calendar year that is evaluated.
4.2 In the annual evaluation of worker performance, it includes in its analysis the indicators that have not been considered in the monthly performance evaluations, which are the following:
a) Compliance with the recommendations derived from the previous annual performance evaluation.
b) Compliance with the training and individual development plan.
4.3 The annual performance evaluation has as its fundamental element the preparation of a document containing the recommendations derived from the worker evaluation, which reflects:
a) The actions that the worker must take in the next period with a view to improving his performance.
b) The actions of individual training and development of the worker, specifying compliance dates for each of them.
c) Assessments made to each of the indicators.
d) Conclusive result of the evaluation in the terms established below.
4.4 For the conclusion of the evaluation of the worker's annual performance, the term of:
a) Superior work performance: When the worker has fulfilled or over-complied with the recommendations derived from the previous annual evaluation, he fulfills his functions, tasks, individual objectives and with the training and development plan and has good labor discipline.
b) Adequate work performance: When the worker has not complied with one or some of the recommendations derived from the previous annual evaluation, he fulfills his functions, tasks, individual objectives and with the training and development plan and has good work discipline.
c) Poor work performance: When the worker has not complied with the recommendations derived from the previous annual evaluation, he or she does not comply with their individual functions, tasks or objectives; He does not enroll in the training and development courses indicated in his individual plan or he abandons it or does not approve it for unjustified reasons, he presents problems of labor discipline, all of which can lead to the loss of proven suitability.
4.5 The actions related to training and development resulting from the annual performance evaluation are integrated into the training and development plan and constitute a responsibility of the administration of the labor entity.
4.6 The annual performance evaluation document is part of the labor file and a copy is given to the worker. In the event of a claim, the claim submitted by the worker and the response of the immediate superior boss, are filed together with the document of the annual performance evaluation, in the worker's employment file.
4.7 When the conclusion of the evaluation of the worker's annual performance is deficient, the administration is obliged to initiate a process of evaluation of the demonstrated suitability and to apply the provisions of the labor legislation in force on the matter.
In the event of a claim, the claim submitted by the worker and the response of the immediate superior boss, are filed together with the annual performance evaluation document, in the worker's employment file.
4.8 To carry out the annual performance evaluation, the model in Annex No. 4 is used, which is also part of the collective agreement.
APPENDIX 2
VARIABLES BY WORK AREAS
GASTRONOMY
ASPECTS TO EVALUATE:
AMOUNT OF WORK
Carry out all the tasks that correspond to the job.
QUALITY OF WORK
Comply with all the procedures of quality standards established for the provision of each of the services.
Carry out the work quickly, maintaining the organization and cleanliness of the work area.
Contribute to the resolution of customer complaints and comments in surveys.
EFFICIENCY
Preparation of work areas before opening
Act on time and be attentive to the customer.
Compliance with the budgets for each service point.
Avoid non-quality costs.
PRODUCTIVITY
Perform the clearing procedure in a timely manner.
Design a critical route to combine several activities in the same route, to speed up the provision of the service.
LABOR DISCIPLINE
Do not talk loud.
Accept the orders of their commanders and bosses without protesting, or wasting time.
Attend planned labor and union activities.
Comply with the established standards and demand from them the immediate superior boss.
Adequate personal presence and use of uniformity attributes.
Permanence in the job, attendance and punctuality at 100%.
He informs in advance the need to be absent in order to take alternatives.
Do not use or carry cell phones in your work area.
CARE OF SOCIAL PROPERTY
Participation in inventories in your area.
Concern for the care and control of assigned resources.
HEALTH
AMOUNT OF WORK
They must fulfill the tasks that have been assigned by each job.
Work as a team, develop cooperativeness.
QUALITY OF WORK
Work taking into account the sanitation processes that exist for each job.
Require that there is no crossing of organic with inorganic materials and that they be located in the places indicated for such purposes.
Requirements with which the tasks are fulfilled in their qualitative aspect, taking into account the indications of superiors, health, etc.
Apply and know the sanitation rules.
EFFICIENCY
Get your job done quickly.
The cost and savings of the material resources used and the implementation of the saving measures will be evaluated.
Participate in training courses.
Preparation of the job for the completion of the task.
Avoid non-quality costs.
PRODUCTIVITY
Make the most of working hours and fulfill on time the assigned tasks and others determined from the specific tasks that each worker fulfills.
LABOR DISCIPLINE
Do not leave your job, keep good attendance and punctuality.
Maintain respectful relationships with coworkers and superiors.
Properly wear the uniform.
Not commit violations of one or more of the obligations or for non-observance of one or more of the prohibitions established in the Internal Regulations.
Do not use or carry cell phones in your work area.
CARE OF SOCIAL PROPERTY
Care for the means and resources of your organization and the work methods you use.
QUALITY
AMOUNT OF WORK:
Comply with assigned job content, without others having to shoulder their responsibilities.
Participate, help and cooperate with your peers.
Work in team.
QUALITY OF WORK
Has an understanding and task ability.
He masters his work and is creative in his accomplishment.
It performs its work in the required time, demonstrating knowledge and experience.
Always looking for continuous improvement to do your job.
EFFICIENCY:
Quickly organize and develop your work.
He supports his colleagues and at the same time trains them when they need it, exchanges points of view and proposes alternatives for improvement.
Avoid non-quality costs.
PRODUCTIVITY:
He does not waste time with his colleagues, carrying out other activities unrelated to his work.
It is always in your work area.
You do not misuse the phone, you are not called frequently by outsiders.
LABOR DISCIPLINE:
It is not necessary to call your attention for breaches or incidents.
He is punctual in his work schedule and has no unexcused absences.
Good personal appearance
He is punctual at meetings or work meetings.
Punctually attend training courses.
Act honestly within the company and put our values into practice.
CARE OF SOCIAL PROPERTY:
You are responsible for the care and well-being of your area.
You are careful and responsible for the means at your disposal.
Put into practice the energy saving plan using these properly and correctly when they are used. (water, electricity, fuel).
ANIMATION
AMOUNT OF WORK: It fulfills all the assigned work, respecting 100% the programmed activities and complies with them.
Perform according to the program all the planned activities.
Collaborate with your coworkers and work as a team.
WORK QUALITY: Work with order and cleanliness (All work material must be in perfect order and good operation)
Good performance in activities: Organization, explanation and development of them, without forgetting a single detail.
It makes correct use and care of the microphone.
Fluency and command of languages.
Do not leave anything forgotten once the activity is over.
It seeks to exceed expectations in the preparation and presentation of their work.
He applies his knowledge and the experience acquired in his work and complies 100% with the animation quality standards set by the company.
EFFICIENCY: Do your job quickly and go straight to what you have to do.
Keeps the workplace clean and organized.
Apply and know the techniques of preparation and development of activities, showing extensive knowledge of them.
Shows interest and concern for its results and those of the Department.
He supports his colleagues and at the same time trains them when they need it, exchanges points of view and proposes alternatives for improvement.
Execute and apply saving measures for the development of tasks, without affecting the proper development of them.
Show a positive attitude.
Avoid non-quality costs.
PRODUCTIVITY: Does Public Relations.
He spends time serving clients and collaborates with them by channeling their problems through the Customer Service Department.
Make the most of the workday.
LABOR DISCIPLINE: Shows an adequate relationship and respect with their bosses and colleagues.
He is punctual and compliant with his work schedule and has no unexcused absences.
It adequately complies with its uniform and personal presentation (its personal appearance is adequate, it maintains a hygiene according to its work, no personal clothing except for engagement ring, its watch and in the case of women small earrings are allowed and very discreet, well-groomed hair, properly shaved men)
He obeys the orders of his immediate Bosses without arguing.
He does not smoke during working hours, nor in non-permitted areas of the Hotel (this activity is prohibited, for an entertainer who is facing the client.)
He is punctual at work meetings and training courses.
He does not use the phone to constantly receive external calls, nor does he use or carry cell phones in his work area.
He is always in his work area and ready to collaborate as much as possible.
CARE OF SOCIAL PROPERTY: You are responsible for the care of your area and equipment.
You are careful and responsible for all work material.
Put into practice the energy saving plan using these adequately and correctly (water and electricity)
Take care of the image of our work material that is facing the client.
KITCHEN
AMOUNT OF WORK:
He performs all the assigned work, participates, helps and cooperates with his colleagues.
Work in team.
QUALITY OF WORK:
It works with order and cleanliness (work tables, irons, stoves, pans, storage chambers, ovens and other equipment it uses, etc.)
Apply the basic rules of hygiene in food preparation, closely taking care of contamination risk points. AMOUNT, HUMIDITY, ACIDITY, TEMPERATURE, TIME, OXYGEN.
100% respect the stipulated menu wheels and comply with them.
It separates organic and inorganic garbage and deposits it in the corresponding container.
It seeks to exceed expectations in the preparation and presentation of food.
Always looking for continuous improvement to do your job.
Apply your knowledge and experience in your work.
EFFICIENCY:
Show a positive attitude.
Quickly organize your work.
Shows extensive knowledge in food preparation.
Apply and know the preparation and cooking techniques.
Shows interest and concern for the food that is delivered to him for his preparation.
100% complies with the food quality standards set by the company.
He supports his colleagues and at the same time trains them when they need it, exchanges points of view and proposes alternatives for improvement.
Avoid non-quality costs.
PRODUCTIVITY:
Perform the assigned work on time.
Do your job without needing help.
LABOR DISCIPLINE:
You do not misuse the phone, nor are you called frequently by outsiders. Do not use or carry cell phones in your work area.
Do not take long breaks to smoke within working hours, (this activity is prohibited for a food handler). Do not smoke inside your work area and in non-permitted areas of the hotel.
He does not waste time with his colleagues, playing or doing other activities unrelated to his work, he is always in his work area.
Shows an adequate relationship and respect with his bosses and colleagues.
He is punctual in his work schedule and has no unexcused absences.
Adequately complies with your uniform and personal presentation.
He is punctual in meetings or work meetings and in training courses.
Act honestly within the company and put our values into practice.
CARE OF SOCIAL PROPERTY:
You are responsible for the care and well-being of your area.
You are careful and responsible for your team.
Participate in fire and first aid training courses.
Put into practice the energy saving plan using these properly and correctly when they are used. (water, electricity, fuel)
To take care of the image of our company assuming all the responsibility of keeping it clean and keeping our facilities in perfect and safe conditions.
AMOUNT OF WORK:
Do your assigned work, help, and cooperate with your peers.
Teamwork.
QUALITY OF WORK:
Cleaning and correct organization of your work area.
Good quality of use and handling of stowage cards.
Correct use of the means of protection.
Good rotation of the merchandise to eradicate its expiration.
Seek continuous improvement to perform your best.
Shows interest and concern about compliance with quality standards.
Complies with the procedures for storing, receiving and delivering merchandise.
EFFICIENCY:
Quickly organize your work.
Our extensive knowledge of the work they do.
He supports his colleagues and at the same time trains them when they need it, they exchange points of view and propose alternatives for improvement.
Contribution to the elimination of causes and conditions that can generate crimes.
Apply savings measures that pay taxes on the work you do.
Shows a positive attitude towards work.
Avoid non-quality costs.
PRODUCTIVITY:
It does not exceed the established time for each task.
There are no late tasks left at the end of the working day, if they had conditions for it.
LABOR DISCIPLINE:
He does not waste time with his colleagues, playing or doing other activities other than his work.
He is always in his work area giving his best, he is punctual in his work schedule and he does not have unexcused absences
Shows an adequate relationship and respect with their bosses and coworkers.
Proper use of the uniform.
Act honestly within the workplace and put our values into practice.
He informs in advance the need to be absent in order to take alternatives.
Do not use or carry cell phones in your work area.
CARE OF SOCIAL PROPERTY:
He is responsible for the care and well-being of his work area.
He is careful and responsible for the work teams.
Do not waste the energy carriers you use.
Responsible for the means of work and protection made available to them.
HOUSEKEEPER
AMOUNT OF WORK:
Quantitative fulfillment of the tasks assigned to the worker during the month.
Participate, help and cooperate with their peers, work as a team.
WORK QUALITY:
Adequate and systematic cleaning of corridors, stairs and access to rooms.
Quality in the cleaning service of your rooms / areas according to your job
Well located endowments.
Mattress turn according to standards.
Number of surveys delivered and good results in them.
Always looking for continuous improvement to do your job.
Shows interest and concern for their work and knows the quality standards, the procedures for receiving and delivering lingerie.
Observe if there are customer complaints.
EFFICIENCY:
Quickly organize your work.
Shows extensive knowledge in the work he does.
He supports his colleagues and at the same time trains them when they need it, exchanges points of view and proposes alternatives for improvement.
Shows a positive attitude towards work.
It implements the energy saving plan using these adequately and correctly (water, electricity, fuel), as well as the products with which it works.
Avoid non-quality costs.
PRODUCTIVITY:
Develops the critical path established for cleaning, lingerie movements, etc., depending on the job in question.
LABOR DISCIPLINE:
He does not waste time with his colleagues, playing or doing other activities unrelated to his work.
Shows an adequate relationship and respect with his bosses and colleagues.
He is always in his work area, he is punctual in his work schedule and he does not have unexcused absences.
Adequately complies with your uniform and personal presentation.
He does not smoke inside his work area and in non-permitted areas of the hotel.
Punctually attend training courses.
Act honestly within the company and put our values into practice.
He informs in advance the need to be absent in order to take alternatives.
Do not use or carry cell phones in your work area.
CARE OF SOCIAL PROPERTY:
You are responsible for the care and well-being of your area.
You are careful and responsible for your equipment and work instruments.
It does not use the lingerie in use for cleaning.
HR and ECONOMY
AMOUNT OF WORK:
Perform the tasks assigned according to your work content and those that are oriented to you compatible with your profile.
Teamwork.
WORK QUALITY:
Keep your workplace clean and organized.
Carry out all assigned tasks with quality, complying with the procedures, regulations and legislation in force.
Properly attend to internal and external personnel, avoiding complaints and breaches.
Respond for informational discipline.
Comply with the training actions that are planned or that are important for its performance.
EFFICIENCY:
Quickly organize your work, showing extensive knowledge of the work you do and interest and concern for the fulfillment of tasks, proposing alternatives for improvement when you consider so.
Execute assigned tasks with the least possible expense of material resources.
Contribute to the saving of energy carriers.
Avoid non-quality costs.
PRODUCTIVITY:
Stay in your job or on tours related to your activity.
Execute the tasks assigned with the required quality and in the shortest possible time.
LABOR DISCIPLINE:
Not receiving disciplinary measures in the period being evaluated.
Not to incur in disciplinary infractions provided for in the legislation in force, even if for that reason no disciplinary measure is applied to it, but rather some indication.
CARE OF SOCIAL PROPERTY:
Take responsibility for the care and well-being of your work area and the equipment and means at your disposal.
SSTT
AMOUNT OF WORK: Perform the assigned work.
He participates, helps and shows interest in cooperating with his colleagues when they need it and works as a team.
WORK QUALITY: He works with order and cleanliness in his workplace and in the rooms and areas where he performs his functions of corrective and preventive maintenance.
It applies its knowledge and experience to provide a quick and quality solution to any breakdown or defect that occurs in the installation.
It is careful in the application of maintenance to extend the life cycles of each equipment.
100% complies with the quality standards set by the Company.
100% respect the rules and procedures established by the Entity.
EFFICIENCY: Organize your job at the beginning and end of the day and quickly perform your work.
Apply the technique you have based on solving the problems.
He is concerned that the time spent in solving the faults is the minimum necessary, in addition to providing solutions that he considers the product of his inventiveness to achieve better results in his work.
It is concerned with the saving of energy carriers, the good use and care of work tools in their custody and the rational use of materials, spare parts and / or resources for maintenance work.
He supports his colleagues and at the same time trains them when they need it, exchanges points of view and proposes alternatives for improvement.
When asked to collaborate for a certain activity outside his specialty, he shows himself with great disposition and puts his knowledge to the Department.
Avoid non-quality costs.
PRODUCTIVITY: Ensure compliance with the task in advance to avoid unnecessary movements.
Eliminate delays for transfer for reasons beyond work.
LABOR DISCIPLINE: He does not waste time with his colleagues, talking or doing other activities unrelated to his work, he is always in his work area.
You do not misuse the phone, you are not called frequently by outsiders.
He does not take long breaks to smoke during working hours, nor does he do it in prohibited areas (this activity is prohibited in areas for the use of clients.)
It does not exceed the time necessary to go to the bathroom.
Show a positive attitude.
Shows an adequate relationship and respect with his bosses and colleagues.
He is punctual in his work schedule and has no unexcused absences.
Adequately complies with the use of the uniform and personal presentation.
He obeys the orders of his immediate Bosses without arguing.
He is punctual in meetings or work meetings and in training courses.
Act honestly within the company and put our values into practice.
He does not use the phone to constantly receive external calls, nor does he use or carry cell phones in his work area.
He informs in advance the need to be absent in order to take alternatives.
CARE OF SOCIAL PROPERTY: You are responsible for the care and well-being of your area.
You are careful and responsible for your work teams.
Participate in fire and first aid training courses.
Take care of the image of our company assuming all the responsibility of keeping it clean and keeping our facilities in perfect condition.
Reception
AMOUNT OF WORK
Comply with the tasks that have been assigned by each job.
Work in team.
QUALITY OF WORK
Comply with all the procedures of quality standards established for the provision of each of the services.
Contribute to solving customer complaints and comments in surveys.
EFFICIENCY:
Comply with the budgets for each service in the area.
Put into practice the measures of saving and efficient use of energy resources in the area.
Execute assigned tasks with the least possible expense of material resources.
Avoid non-quality costs.
PRODUCTIVITY:
Carry out their work in the required time, demonstrating knowledge, skill and professionalism.
Execute the tasks in the established work schedule and do not exceed the established time for each established task.
LABOR DISCIPLINE:
Make the most of the workday.
Be punctual in your work schedule and not be absent without reason.
Failure to file disciplinary measures.
Comply with the disciplinary regulations.
Have good conduct in the center.
He informs in advance the need to be absent in order to take alternatives.
Do not use or carry cell phones in your work area.
CARE OF SOCIAL PROPERTY:
Take care of the resources you use.
Respond for losses and breakages of the resources at your disposal.
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