Creating a Manual for Better Service, Safety and Employee Relations - Essay Example

Creating a Manual for Better Service, Safety and Employee Relations Abstract Creating an employee handbook requires effective communication with all levels of management and employees. Taking individual ability and job duties into consideration ensures a manual that is accessible to all employees. The creation of an employee manual can result in improved employee satisfaction and better communication between coworkers and management. Developing an employee handbook for a restaurant was a rewarding experience on many levels, making this handbook have provided the opportunity to utilize many skills and knowledge obtained through prior coursework. Drawing upon other work experiences as well as personal spiritual experiences also proved helpful. Some of the learning was a surprise while other learning was expected. Reflecting on this experience has provided the opportunity for really processing the experiences. As a result, the learning has had a greater impact on the educational process that came along with this practicum experience. The need for an employee handbook became evident at the restaurant due to the high level of turnover among the wait staff and the cooks. It became apparent that many of the questions that new employees had were not being addressed during the new employee training, and there was not always opportunity to explain things to them during the busy hours in the restaurant. What the new employees needed was a manual that could be a ready reference with answers for frequently asked questions about cooking, serving, cleaning and customer service. The manual also needed to summarize policies concerning work related issues such as paid leave, health benefits, sick days and performance reviews so employees that had acquired some longevity would always know what their rights and responsibilities were. Some skills developed in prior academic classes were utilized in this class. The writing in the manual needed to be clear and concise. This was difficult to do. The most important information in each category needed to be included, and nothing more. There was a page and word limit that forced the language in the manual to be very direct. These constraints were placed upon the project by the print shop. The manual needed to be as set number of pages with a specific page layout or the costs increased dramatically. The word and page restrictions forced me to use writing and summarizing skills learned in prior academic courses. A business law class was helpful in giving guidance when writing the section on employee rights and benefits. This class assisted in writing in a manner that clearly spelled out rights and consequences for behaviors such as being late for work or not calling off when sick. Business law taught me that ambiguity in company policies could lead to legal challenges and conflict (Lewin, 2001). Management courses also informed the overall tone of the manual. Managing through positive, enthusiastic leadership was stressed in a few management related classes. As a result, attempts to interject good humor and a feeling of light into the manual were taken as often as possible. The goal was to create a document that was accessible to the employees and a bit of fun to read. The only more important goal than this one was the desire to make the manual factual and fair. These skills learned in prior academic classes were very helpful during the practicum. The majority of learning happened as the task was being completed and interaction increased with the employees of the restaurant. Especially helpful in the process was an employee that was a teacher in a middle school for many years. She became interested in the project and spent much of the time advising on various ways. She recognized the value of the project and wanted to help. Her greatest sharing of knowledge dealt with the physical content and layout of the manual. She shared that individuals that struggle to read need manuals and books that are rich in graphics, pictures and charts that complement the text. As a result, the text needed to be condensed even more so that helpful graphics could be inserted. The graphics made the manual a superior product. It was easier to understand and more accessible, especially for members of the staff that struggle to read. The appearance was not professional, however. The next type of new learning centered on updating and improving computer skills. Microsoft PageMaker is an intuitive design program that is used by professionals to publish manuals and pamphlets. Learning about and using this new computer program made the final presentation of the pamphlet have a professional feel that spoke of quality and importance. This program made the entire manual much more appealing. The greatest learning that resulted for this experience was an increased ability to empathize with the other members of the staff. Understanding the tasks and stresses that go along will all of the jobs in the restaurant was a new experience. Witnessing and interviewing coworkers while they did their jobs was a revelation. So many things happened every day that were beyond the familiar experiences of my job. Seeing a coworker deal with an angry customer or a clogged garbage disposal created a level of understanding that did not exist before. The complaints and concerns that were so easy to discount before now had relevance because being and eyewitness to other people’s struggles changes outlook and the ability to empathize. This personal growth resulted in an understanding of the restaurant through the eyes of a dishwasher, a hostess and a cook. Not having the ability to see through the eyes of others is a hindrance to good management. Sound management requires an ability to understand the problems of others and to work on solving them in a collective, productive and sustainable manner. During this practicum, inefficiencies and nagging gripes were revealed that were a constant drag on the productivity of the restaurant and decreased employee satisfaction with their jobs. Bringing these problems to the light enabled management and employees to sit down and discuss problems that were never discussed before. As a result, adjustments and investments were made and the restaurant became a much safer, productive and happier place to work. Being a part of the process that helped bring about these changes was a very rewarding experience. Having a feeling of teamwork and unity in the workplace makes going to work a much more rewarding and satisfying experience. There were far more advantages experienced during this practicum than there were negatives. The learning from coworkers was invaluable, especially the interaction with the former teacher. Our relationship has continued beyond working on the manual and we now count one another as friends. Beyond this one relationship, going to work in general is now a much more pleasant experience. As stated before, a feeling of unity and teamwork is a great feeling to have at work. Breaking down the barriers between departments and job descriptions is a satisfying experience. Another advantage was learning the power that management has when it comes to setting the tone in the workplace (Bell, 2010). Improving the climate in the workplace is largely a matter of improved communication between departments and the between management. Understanding that nothing can replace good communication processes and skills in the workplace has been a very valuable experience. One disadvantage of this experience was that lack of exposure to the thinking process and the decision making process at the management level. Some days, the manual seemed to be nothing more than busywork. As the project progressed, the importance and viability of the project became apparent, but it still did not feel like something that a manager would spend time doing. A good manager is obviously going to spend time talking to and listening to employees, and that was large portion of the manual project. But when it came time to actually create the manual on the computer, the task seemed to slip out of the realm of management and back into the realm of employees. It felt as though the real management situation started when it was the time to actually construct the manual on the computer. Feeling this way made the task seem burdensome and boring. Changing this practicum is a tricky proposition. The amount of learning has truly been deep and rewarding. The communication and computer skills developed are appreciated and will be used throughout my career and in my personal life. So suggesting a change is difficult because a change might mean less learning in these areas. One change that might be helpful is an increase in interaction with management throughout the process. Assuming that a manual is still the focus of the practicum, interaction with management along the way would have provided some much needed confidence during the writing of some sections. During the writing of the manual, a good mechanism did not exist for getting needed clarification from management. The feeling that producing this manual was low on the priority list for management came across more than once during my practicum. Once the manual was complete, management praised the end result, but support for the process was lacking at times. This would be the only suggestion for improvement that comes to mind. This experience has offered many opportunities for professional growth. As an aspiring manager, learning the importance of communication with all employees was a vital lesson. Skills such as listening and having empathy are found in the very best managers. This practicum showed the results of inaction by management and what something as simple as developing a new employee handbook can do for the morale and functioning of a workplace, simply because lines of communication between employees and management were opened. Practical skills such computer knowledge and the ability to work as part of a team were a big part of the learning in this practicum. Learning that teamwork does not always need to be formal, and that providing time for employees to collaborate as a means of solving problems in the workplace is worthwhile. Managers often worry that if they take time from an employee’s assigned tasks so they can sit down with a team of employees to solve a problem, productivity or service will suffer. The opposite is true. Spending some time to work out a problem will result in better service and productivity in the future (Pearson, 2008). Taking this knowledge into a real management job will provide guidance on how to best communicate with employees and how to involve them in the decision making process. This practicum does not hold career potential. There are no current openings in management at the restaurant and there will not be any in the near future. Sometimes the fit just is not right for a manager and a company and I feel that this is the situation with this practical. Working at the restaurant for now is fine in my current capacity. A management career with this company is not something that is going to happen. Working in a managerial capacity at another restaurant is an exciting prospect, but not at this restaurant. Making the employee manual has helped this establishment and has provided a great learning opportunity. Management as it has been taught in my classes is very different from the way management occurs in this restaurant. Staying and taking a full time job as a manager here would be an incredible challenge and it would surely be rewarding in the end, but is probably not a great place for a new manager to learn the ropes. Sometimes entrenched culture can be very difficult to overcome for even an experienced manager. Overcoming the cultural obstacles to good communication at this current placement would be very hard if not impossible for a new manager. Working in a restaurant as a manager is an ideal situation, but not at this restaurant at this time. A great advantage of my current work situation is the ability to minister to coworkers in a variety of ways. The first way to do this is through the simple setting of a Christian example for coworkers. There are a thousand ways to be kind in a busy restaurant. There are a thousand ways to lift someone else’s burden while struggling with your own. Acts of Christian kindness are the best way possible for opening doors for discussion of Christ so long as they are sincere and not contrived. Communication from management is a theme that reoccurred throughout this practicum. Ministering through prayer is the ultimate form of communication with God. Familiarity with coworkers through positive communication created opportunities to share beliefs about God. Coworkers sometimes interrupted prayers for strength, for guidance and for charity. These encounters always resulted in brief conversations about Christ and His Gospel. There was nothing special about this practicum placement that provided opportunity for ministry. What was special is I was allowed to be who I was, a believer in Christ, by my coworkers because I think they sensed my sincerity. Ministering in many ways is possible at this workplace, but this will be a priority at every workplace where I am willing to be employed. In conclusion, the practicum experience was life changing in several ways. New skills, new friends and new perspectives were all developed. The creation of a product to help coworkers and management communicate was a very rewarding experience. Others seeking a practicum in this placement should be prepared to operate with a minimum of guidance form management. The lessons that are there to be learned are many, but there will be lots of stress and hard work along the way to learning these lessons. If the intern is willing for a challenge that will require them to be organized and to move beyond their current comfort zone, then this professional placement is for you. If you are afraid of hard work, lack creativity and need to be guided step-by-step through unfamiliar processes, then a different placement is probably best for you. Works Cited Bell, Arthur H., and Dayle M. Smith. Management Communication. Hoboken, NJ: John Wiley & Sons, 2010. Print. Lewin, Joel G. Every Employee's Guide to the Law: What You Need to Know about Your Rights in the Workplace--and What to Do If They Are Violated. New York: Pantheon, 2001. Print. Pearson, John W. Mastering the Management Buckets: 20 Critical Competencies for Leading Your Business or Nonprofi. Ventura, CA: Regal, 2008. Print. Read More