CYRIL FROM BOULDER ASKS...
I have a cook—his name is Joe—who has a passion for the job but not the talent. Other cooks resent that he can’t get it together in the kitchen, but I find him to be a friendly, enthusiastic person willing to take on any task. That’s why I want to transfer him to F&B receiving in our storeroom, where we have a need for someone like him. I’ve tried telling him this, but he has made it clear that his dream is to become a chef. How do I break the news to him that he won’t ever be an executive chef?

THE STAFFING DOCTOR ANSWERS...
Cyril, if Joe’s heart is set on being a chef, there’s probably no foolproof way to let him down easy. What you may be able to do, however, is to create a situation where the bad news is a conclusion he draws for himself. The key to achieving this is to create a performance review process for him that is specific and measured enough to paint a clear picture. Here’s how:

• Begin by developing a chart defining the requisite skills and criteria for at least four jobs, with chef, cook, and F&B receiving being three of them. Make sure the criteria clearly include the items you feel Joe currently lacks and needs to improve in order to succeed, as well as those where he is strong. Set up the chart on a zero to five point scoring system, with zero being “no way!” and five being “superb performance.”
  
• Conduct a formal review with Joe, having filled out the chart in advance. Praise Joe for the things he has done well and be very direct (and respectful) with him about the things he hasn’t. If, after the conversation, your sense of Joe’s career prospects is the same as your initial impression, conclude with a statement like, “Joe, you are qualified to make the move into F&B receiving right now, but the only way I could even consider promoting you on the chef track is if you can improve and maintain your performance to at least a four level in [these specific areas] over the next 30 days.”
  
• If Joe protests, remind him that he has the option of moving into the F&B receiving track immediately, and ask if he wants to take that step.
  
• If Joe decides to continue pursuing the chef track, say, “Okay, let’s get together in a month to see how much your performance has improved.”
  
• Then follow up with him on schedule and repeat the review process. If no discernable progress has been made in the critical areas, ask, “Joe, if you were me, would you put a good person in a position where he is not able to perform tasks that are so important to our operation?”

Cyril, here are two cautions in using this approach. First, avoid the temptation to skew the review. Make it as objective as possible. Second, remember that it’s a process. Take time to give Joe an honest chance to improve and don’t skip steps or jump to early conclusions. It’s your best opportunity to get him properly tracked while building his loyalty to your hotel.

CONTACT THE STAFFING DOCTOR
As president of StaffDynamics, www.staffdynamics.biz, Daniel Abramson has focused on workforce performance strategies and “raising the bar” for over 25 years. His energetic, no-nonsense style appeals to clients seeking results at a new level. He is available as a corporate trainer, management coach, and speaker for high-impact engagements. His latest book is Secrets of Hiring Top Talent. You may reach Daniel at Daniel@staffdynamics.biz or 877-568-2222. Your anonymity will be respected. Send questions you would like Daniel to address to editor@hotelfandb.com.