Develop and implement operational plans

Develop and implement operational plans
D2.TTO.CL4.06 Trainer welcomes students to class.

Subject elements This unit comprises three Elements:
Develop operational plans Administer and monitor operational plans Conduct ongoing evaluation Trainer advises this Unit comprises three Elements, as listed on the slide explaining: • Each Element comprises a number of Performance Criteria which will be identified throughout the class and explained in detail • Trainees can obtain more detail from their Trainee Manual • At times the course presents advice and information about various protocols but where their workplace requirements differ to what is presented, the workplace practices and standards, as well as policies and procedures must be observed.

Assessment Assessment for this unit may include: Oral questions
Written questions Work projects Workplace observation of practical skills Practical exercises Formal report from supervisor Trainer advises that assessment for this Unit may take several forms all of which are aimed at verifying they have achieved competency for the Unit as required. Trainer indicates the methods of assessment that will be applied to them for this Unit.

Element 1: Develop operational plans
Introduce topic. Class Activity – General Discussion Ask general questions: What is the purpose of operational plans? What needs to be considered when developing operational plans?

Develop operational plans
Performance Criteria for this Element are: Develop operational plans and strategies based on monitoring of workplace needs and identification of opportunities for improvement and innovation Develop scope and objectives of the required initiative based on enterprise goals, staff and customer feedback Identify and analyse internal and external factors that may impact on the plan Consult appropriate stakeholders during the development of the plan Trainer identifies the Performance Criteria for this Element, as listed on the slide.

Develop operational plans
Performance Criteria for this Element are: Develop appropriate and financially-sound resource strategies Develop administrative framework and systems capable of supporting the planned initiative Identify and communicate clearly all priorities, responsibilities and timelines Develop evaluation systems in consultation with appropriate colleagues Trainer identifies the Performance Criteria for this Element, as listed on the slide.

Operational planning An operational plan
An operational plan is a written document that presents detailed information about: The operational Its projected plans and projections for the future Class Activity – Questions Ask general questions: What is the purpose of a operational plan?

Operational planning Importance of a operational plan
A operational plan is the key formal document that sets out a total picture of how a operational will operate It helps to establish standards for measuring the success of all aspects of a business Class Activity – Questions Ask general questions: What information is included in a operational plan?

Operational planning Basis of a operational plan The plan is based on:
An analysis of the business current situation Forecasts of future trends within the relevant industry and economy Includes results from research into all aspects of the business operation Is a logical and structured document Class Activity – Questions Ask general questions: How can you analyse current performance? How can you determine future trends?

Operational planning Purpose of a operational plan
Preparation of a operational plan: Gives a sense of ownership and involvement in the future of the operational Ensures that the commercial directions planned have been tested for their viability in the marketplace Activity 1 - Management practices Class Activity – Questions and Activity Ask general questions: Who prepares a operational plan? Who else should contribute to the development of operational plans? Activity 1 - Management practices

Operational planning Benefits of operational planning
Operational plans are implemented by frontline managers and identify: What has to be achieved? What results are to be expected? What methods are to be implemented? What time frames need to be worked to? Class Activity – Questions Ask general questions: Discuss the questions in the slide.

Provides guidance towards objectives Reduces uncertainty, expense and duplication of effort Supplies a means to track and assess performance Helps to ensure that various activities are integrated Information allows us to adapt and adjust to changing environments Agreement is gained on major issues The whole operating picture is seen more clearly Class Activity – Questions Ask general questions: Discuss the benefits in the slide.

Responsibility is placed more precisely A sense of order and control over activities exists There is coordination between different work units/departments Objectives are more specific and better known throughout the organisation Guesswork is minimised Time, effort and money can be saved There is a reduction in decision making errors Class Activity – Questions Ask general questions: Discuss the benefits in the slide.

Operational planning Barriers to operational planning Time
The inability to forecast or predict what will happen in the future Planning for one–off activities or non repetitive tasks is difficult Plans tend to be inflexible Planning takes time and money Planning can stifle initiative and flexibility The work involved in the planning may exceed the actual contribution Class Activity – Questions Ask general questions: Discuss the barriers in the slide How can you overcome these barriers?

Operational planning Where do operational plans fit into the overall planning process? Mission statement Corporate goals Strategic plans Operational plans Activity 2 - Goal setting for organisational positions Class Activity – Questions and Review of documents and Activity Ask general questions: What is the difference between these points? Trainer to show examples of these documents? Activity 2 - Goal setting for organisational positions

Operational planning What is an operational plan?
Planning is broken down into two components: Identification of the desired result what needs to be done to get there (strategic plan) The means and how it is to be done (operational plan) Class Activity – Questions and Review of documents Ask general questions: What is the difference between these points? Trainer to show examples of these documents?

Operational planning Purpose of an operational plan
Whilst each and every organisation should have operational plans for all aspects of their business, they are often prepared for a specific purpose. What are examples of purposes of operational plans? Class Activity – Questions Ask general questions: Discuss the question in the slide

Operational planning Purpose of an operational plan
This purpose may be for, but not limited to: Introduction of a new product Staff re-organisation Impacts of marketing initiatives or campaigns An office relocation or refurbishment Upgrading of facilities Changes in work practices or procedures Business expansion or contraction Introduction of new systems Class Activity – Questions Ask general questions: What are other potential purposes?

Operational planning Strategies of an operational plan
Strategies may include: Client development Geographic expansion Organisational growth Service growth Debt reduction Income development Class Activity – Questions Ask general questions: What are other potential strategies?

Develop objectives Purpose of objectives
Before we can devise strategies for operational success, it is important that we have clear objectives of what we want to achieve The objectives are the goals or targets to work towards and once defined, enable the planning of strategies to achieve them Class Activity – Questions Ask general questions: What are objectives important? What are possible objectives when making improvements in a tourism organisation?

Develop objectives Types of objectives Sales figures Revenues
Delivery times Service standards Client numbers Sales figures and targets Class Activity – Questions Ask general questions: What are other examples of objectives? How can you make these objectives specific?

Develop objectives Types of objectives Client handling times
Staff turnover Profit margins Booking levels Customer or staff feedback Productivity gains Activity 3 - Identify key objectives Class Activity – Questions and Activity Ask general questions: What are other examples of objectives? How can you make these objectives specific? Activity 3 - Identify key objectives

Develop goals Goal setting and the benefits
Goals should firstly be measurable, so you can know when you have achieved or made substantial progress towards your goals. Why is this important? What are examples of ‘measurable’ objectives? Activity 4 - Goal setting Activity 5 - Decision making Class Activity – Questions and Activities Ask general questions: Discuss questions in the slide. Activity 4 - Goal setting Activity 5 - Decision making

Develop goals Identifying goals Specific Measurable Achievable
Relevant and realistic Time–specific Activity 6 - Identify goals Activity 7 - SMART goals Class Activity – Discuss concept of SMART goals and Activities Ask general questions: Discuss concept of SMART goals Get audience to prepare SMART goals Activity 6 - Identify goals Activity 7 - SMART goals

Analysing the environment
Importance of analysing the environment What do you want to analyse? What information do you seek? Where do you get this information? Class Activity – Questions Discuss questions in the slide

Analysing the environment
Importance of analysing the environment Information must ensure it not only explores: External environment - what is provided or needed by competitors and the industry as a whole Internal environment - what the organisation provides Class Activity – Questions What aspects of each environment would you line further information on?

Analysis of external environment
Competitors Economic climate Customer preferences E-operational Markets Activity Identify different types of information to be collected under each point. Undertake analysis

Analysis of external environment
Technology Political issues Legal issues Social issues and trends What other external influences exist? Activity Identify different types of information to be collected under each point. Undertake analysis as part of Activity 3.

Evaluating market trends
Types of information sources Why is it important to understand trends? Which trends and statistics are important? How can you collect this information? Class Activity – Questions Discuss questions in the slide

Types of information sources Colleagues, supervisors and managers Representatives Developing your own industry network Conferences and seminars Product launches Trade magazines Class Activity – Questions What information can be gathered from each of these sources?

Types of information sources Industry Publications Newsletters Brochures Advertisements Government bodies Class Activity – Questions What information can be gathered from each of these sources?

Types of industry statistics and trends Types of tourism and tourism businesses Types and demographics of customers Top destinations Hotel occupancy percentages Reasons for stays Current industry information Destination countries Departure months Activity Identify different types of industry statistics and trends. Undertake analysis

Types of industry statistics and trends Length of stay Type of organisation for the trip Transport mode Accommodation type Expenditure Popular tourist attractions Tourism patterns Technology Activity Identify different types of industry statistics and trends. Undertake analysis.

Customer demands Impact of customer demands
What are common customer demands? What influences customer demand? Activity 8 - Identify external environment factors Class Activity – Questions and Activity Discuss questions in the slide Think of yourself as a customer and what your needs would be Activity 8 - Identify external environment factors

Analysis of internal environment
Once management have had a thorough look at the external environment, the focus must be internally focused The internal environment is the environment within the operational Class Activity – Questions What specific information can be sought about the internal environment?

Internal environment factors Internal environmental factors include such things as: Customers Suppliers Competitors Stakeholders Class Activity – Questions What information would you like to gather in reference to each point?

Review internal resources and capabilities Location including premises Market share Turnover Profitability Staff Resources Future potential Activity Review internal environment components. Undertake analysis

Internal considerations Products and or services Skill level of staff and management Commitment to growth Current market share Level of debt Activity Review internal environment components. Undertake analysis

Internal considerations Profit margins Capacity to produce goods and/or services Competition Skills of the owners Location of the operational Equipment Activity Review internal environment components. Undertake analysis

Organisational requirements Access and equity principles and practices Maintaining ethical standards Meeting goals, objectives, plans, systems and processes Legislated obligations Activity Review internal environment components Undertake analysis.

Organisational requirements Management and accountability channels Manufacturer’s and operational specifications OSH policies, procedures and programs Quality assurance and continuous improvement processes and standards Activity 9 - Identify external and internal factors Activity Review internal environment components. Undertake analysis Activity 9 - Identify external and internal factors

Analyse the environments
Analyse operational opportunities and obstacles How can you do this? Class Activity – Questions Discuss questions in the slide

Analyse the environments
SWOT Analysis Strengths – what the business does well Weaknesses – what the business can improve upon Opportunities – where the business can improve or take advantage Threats – where the business may become disadvantaged, weakened or susceptible Activity Review SWOT Analysis components Undertake analysis

SWOT Analysis Strengths and Weaknesses Finance Production Resources
Offerings Marketing Product life cycle Business relationships Relationships with customers Personnel Activity Review SWOT Analysis components Undertake analysis

SWOT Analysis Opportunities and threats Political considerations
Economic considerations Social considerations Technological considerations Legal considerations Environmental considerations Activity Review SWOT Analysis components Undertake analysis

SWOT Analysis Opportunities New markets
New, up-dated or modified products or services Occasions where new/higher prices may be charged Problems being experienced by other providers which result in an opening for you Closure of an opposition operational Fresh markets now available Activity Review SWOT Analysis components Undertake analysis

SWOT Analysis Threats Introduction of new or more severe legislation
Opening of a new competitor Worsening economic conditions Staff shortages Difficulty in obtaining physical resources An unsettled domestic situation which scares off tourists Negative comparative monetary exchange rates with countries who are major clients Activity 10 - Conduct a SWOT Analysis Activity Review SWOT Analysis components Undertake analysis Activity 10 - Conduct a SWOT Analysis

Identify competitive advantage
Importance of understanding competitive advantage Why is this important? How can you see what competitors are doing? How can you create a competitive advantage? Activity 11 - Competitive advantage Questions and Activity Discuss questions in the slide. Activity 11 - Competitive advantage

Consult with stakeholders
Importance of consulting with stakeholders Who are possible stakeholders? Why is it important to consult with them? What do you require from them? Class Activity – Questions Ask general questions: Discuss questions in the slide

Key stakeholders Types of stakeholders Stakeholders may include:
Customers Employees Government agencies Owners Suppliers Strategic alliance partners Class Activity – Questions Ask general questions: What other stakeholders could be valuable?

Involving stakeholders
Importance of involving stakeholders Ensures stakeholders: Are involved Had the chance to contribute ideas Provide feedback on initial concepts Understand how concepts will affect them How concepts interrelate or impacts other stakeholders Activity Identifying stakeholders Class Activity – Discussion and Activity Discuss the importance of these points. Activity Identifying stakeholders

Seeking advise from experts
As part of the operational plan development process, besides talking with stakeholders, it is advisable to consult as many 'experts' that you believe can inform and assist you in your planning. Why is this important? What types of assistance and advice can be sought? What are sources of assistance and advice? Class Activity – Questions Discuss questions in the slide

Types of assistance and advice Assistance and advice from appropriate experts may be sought for: Collection and collation of facts and information Review or verification of facts Legal or financial advice Ensure compliance of regulations and laws Issuing of permits and licences Strategic planning Specialist skill sets Class Activity – Discussion and Questions Discuss importance of these pieces or advice What specific information is included under each of these points?

Sources of assistance and advice Local government agencies Tourism associations Non-government organisations Media personnel including journalists Professional research organisations Solicitors Tourism agencies (local, regional, state) Tourism operators Activity 13 - Identify experts Class Activity – Questions and Activity What specific information can be provided using each of these sources? Activity 13 - Identify experts

Develop resource strategies
Importance of resources Workplace operations or activities focus on the preparation, production or obtaining of the products or services you offer or sell Inputs in the form of resources are applied to a series of operations to produce your output through the use of products and services Activity What are examples of resources used in tourism operations?

Types of resources Resources can encompass: Physical resources Human resources Financial resources Intellectual property Activity Identify different types of resources under each point.

Common resources Location/premises Occupational safety and health (OSH) resources Plant/machinery Raw materials – used to produce the products or service Refurbishment requirements Staff amenities Questions Discuss these resources. What are examples of each? What are considerations when obtaining these resources?

Common resources Stock and supplies Storage space Technical equipment and software Staffing Training Training materials Questions Discuss these resources. What are examples of each? What are considerations when obtaining these resources?

Operational Resource Plan
Types of resource plan considerations Capital Requirements and Funding Proposal Operational Budgets Plant and Equipment Floor plan Purchasing and Suppliers Stock Levels Purchasing Policies and Controls Labor Requirements and Skills Staffing Strategies Activity Prepare Operational Resource Plan Discussion of resource plan considerations Discuss considerations when planning each of these types of resources. Activity Prepare Operational Resource Plan

Develop administrative framework
Importance of administrative framework and systems Once your organisation has identified its goals, it needs a logical and systematic process of achieving them This defines the need for systems to be established in which operational plans and activities are to built around Discussion and review administrative framework and systems Discuss and review types of administrative frameworks Discuss and review types of administrative systems

Importance of systems The role of a manager is one that manages systems A system is an arrangement or combination of interrelated and interdependent things or parts that form a whole Your role is to ensure that the various parts of the system are working together effectively so that the organisation’s goals can be achieved Discussion administrative systems Discuss importance of administrative systems

Categories of operational plans If a tourism organisation has a number of departments then it will also have an operational plan for each division. There are two broad categories of operational plans. They are: Standing or multi use plans Single use plans Discuss categories of operational plans Discuss difference of categories of operational plans Provide examples of standing or multi use plans Provide examples of single use plans

Operational Plan Inclusions in an operational plan
Overall goals / objectives What actions need to be done To what standard must it be done (Key Performance Indicators) What policies or procedures must be adhered to Who is responsible for action Review examples of operational plans Discuss and review examples of operational plans

Timelines about when things are going to happen What tasks are associated with actions How is the action inter related and interdependent? Specific details of how things are going to be done Actions will need to be prioritised and listed in order What standards or measures can be applied straight after the action is completed? Review examples of operational plans Discuss and review examples of operational plans

Where the action will take place? What additional resources will be required? Timelines for actions Support mechanisms Develop a system of measuring recording and reporting results Review examples of operational plans Discuss and review examples of operational plans

Action Plans Areas requiring action plans
Areas of business operation in the operational plan should have action plans include: Business establishment Operations Marketing Technology Human resources/labour requirements Management and organisational structure Financial plan and projections Quality management Activity Prepare an Operational Plan Review examples of action plans and Activity Identify role of action plans. Activity Prepare an Operational Plan

Contingency Plans Contingency plans
Contingency planning is the ability to have a ‘what if’ plan in place It is sometimes referred to as ‘Plan B’, which can call up if required, as circumstances change Discuss importance of contingency planning Why is contingency planning important? Review examples of contingency plans?

Contingency Plans Contingency plans
What are reasons for contingency plans? What are advantages of contingency plans? Discuss importance of contingency planning Discuss the questions in the slide.

Contingency Plans Areas / factors requiring contingency plans
Unforeseen incidents Staff Environmental factors Resource and materials availability Budget constraints Activity Prepare a Contingency Plan Discuss importance of contingency planning and Activity What are other areas / factors requiring contingency planning? (Refer to Page 54 of Trainee Manual) Activity Prepare a Contingency Plan

Communicate operational plan
Communicate operational plan priorities, responsibilities and timelines Once operational plans, including objectives and tasks to be performed have been finalised, it is now time to communicate these expectations to relevant stakeholders In many cases, this will be staff who will be required to carry out operational activities Questions What information do staff want to know? What information do other stakeholders want to know?

Stakeholder considerations Get a clear understanding of the operational plan Ensure that all key concerns have been considered Understand the benefits of the operational plan Understand how the operational plan will benefit them Understand how the operational plan will impact on them Questions Discuss these points

Stakeholder considerations Understand their role in implementing the operational plan Any potential problems identified Have their concerns addressed Be excited and reassured about the operational plan Questions Discuss these points

Types of stakeholders Clients operational partners Colleagues Staff Event organisers Sponsors from other companies Superiors Suppliers / vendors Team leaders Team members Venue operator / leaser Questions Why involve these stakeholders?

Communicate operational plan information Key vision of the plan Reasoning or purpose behind the operational plan Background information operational objectives How the plan will be implemented Roles and responsibilities of key stakeholders Timelines Support mechanisms Questions What else could be communicated?

Defining and assigning roles It is important that everyone knows what is expected of them. What do staff need to know? How can they understand their roles and responsibilities? Questions Discuss questions in the slide.

Communicate information How can you communicate information to: Staff Managers Clients Suppliers Activity 17 - Communicating an Operational Plan Questions and Activity Discuss the question in the slide. Activity 17 - Communicating an Operational Plan

Develop evaluation systems
Importance of control and evaluation Why is control important? Why is evaluation important? Discuss importance of control and evaluation Discuss questions in the slide.

Importance of control and evaluation Activities must be controlled and evaluated to find out: What is being done correctly What needs improvement, by identifying causes and remedy Discuss importance of control and evaluation How can you do this?

Characteristics of effective control systems Accuracy Timeliness Economy Flexibility Understandability Reasonable criteria Strategic placement Emphasis on the exception Multiple criteria Corrective action Discuss characteristics of effective control systems Discuss the points

Types of controls Feed forward control Concurrent control Feedback control Activity 18 - Types of controls Discuss types of controls and Activity How do these types of control differ? What are the benefits of each? Provide examples of each type of control. Activity 18 - Types of controls

Aim of monitoring business activities Identifying areas which are being done well and rewarding accordingly Identifying where areas of operations can be improved through: Identification of problems Understanding the cause Finding suitable solutions Selecting the correct solution Implementing and monitoring the solution Discuss importance of monitoring Discuss these points. Provide examples of how to monitor activities.

Monitoring and evaluation
Monitoring and evaluation mechanisms Evaluation processes may include: Key performance indicators Gap analysis Customer feedback Compliance reports Employee feedback Discussion and Review activities Introduce topic. Provide examples Review documents relating to each point.

Key Performance Indicators (KPI’s) A common and extremely effective way to ensure that you achieve the results required in any plan is to use Key Performance Indicators (KPIs) Measures for monitoring or evaluating the efficiency or effectiveness of a system Discussion about KPIs What are examples of KPIs?

Key Performance Indicators (KPI’s) Organisation’s key performance indicators are a set of metrics which organisations can use to measure their performance of service operations. KPIs may relate to the results of: Satisfaction surveys Staff feedback forms Staff performance appraisals Sales Discussion about KPIs What are other influencing factors on KPIs?

Key Performance Indicators (KPI’s) Total number of customers Total number of customers per department or market segment Average dollar spent Total revenue per capita Sales per product group Average sales per day’s trading Questions What are other KPI’s that could be used, specific to the tourism industry? What exact measurements or standards for each KPI should be identified?

Key Performance Indicators (KPI’s) Average total revenue per client Marketing expense per customer Marketing expense and sales revenue per customer from a specific campaign Total revenue / full time employee Gross profit margin Activity Prepare a list of tourism KPI's Questions and Activity What are other KPI’s that could be used, specific to the tourism industry? What exact measurements or standards for each KPI should be identified? Activity Prepare a list of tourism KPI's

Element 2: Administer and monitor operational plans
Introduce topic. Class Activity – General Discussion Ask general questions: What are considerations when implementing operational plans?

Administer and monitor operational plans
Performance Criteria for this Element are: Implement and evaluate identified actions in accordance with agreed priorities Monitor performance indicators Provide progress and other reports in accordance with enterprise requirements Make assessment of the need for additional resource requirements and take appropriate action in accordance with enterprise policy Trainer identifies the Performance Criteria for this Element, as listed on the slide.

Implement action Implement operational plan actions
Now that operational plans have been communicated with stakeholders responsible for its delivery, it is now time to implement any actions Questions What needs to be considered?

Implement action Implementation considerations Compliance requirements
Occupational safety and health (OSH) Legal liability exposure Integration with other aspects of the operational Timing issues Questions What needs to be considered for each of these points?

Implement action Implementation considerations Resources
Changes to policies and procedures Documentation and record keeping Service delivery Impact on organisational culture Questions What needs to be considered for each of these points?

Implement action Implementation planning inclusions
Details of intended actions to be taken Allocation of responsibilities for action to nominated persons Determination of accountability for actions taken Timelines for completion of nominated actions Details of the budget and resources allocated Description of monitoring progress Details and timelines for reviewing progress Questions What needs to be considered for each of these points?

Implement action Identify predictable consequences of change
Disruptions to routine Problems with timelines Issues with reporting structure Extra support required by employees Questions What are examples? What causes these actions? What can be done to prevent them in advance? How can you handle them when they occur?

Implement action Provide support and resources to support implementation actions The aim is to enable staff to be able to learn and implement new changes into the workplace. During this period, you must manage the twin functions of: Task functions Maintenance functions Discussion Identify the different types of functions.

Monitoring and evaluation methods
Key performance indicators Gap analysis Customer feedback Compliance reports Employee feedback. Using a pretend customer Walking about the premises and observing what takes place Discussion What are the advantages of each of these methods? What can these methods evaluate?

Monitoring and evaluation methods
Use of checklists Brainstorming sessions Observation Surveys Checklists Flowcharts Benchmarking Activity 20 - Evaluation methods Discussion and Activity What are the advantages of each of these methods? What can these methods evaluate? Activity 20 - Evaluation methods

Monitor performance indicators
Importance of monitoring performance systems Monitoring performance systems and processes of the venue is one way of allowing you to determine the extent to which plans and targets are being achieved. What are the advantages of doing this? How can it be done? Discussion What are the advantages of doing this? How can it be done?

Importance of monitoring performance systems Performance systems and processes may refer to: Informal systems used by frontline managers for the work team in the place of existing organisation-wide systems Formal processes within the organisation to measure performance Discussion Discuss the differences including examples of each.

Monitoring Key Performance Indicators As operational plans are put into place it is also important to monitor the actual performance indicators themselves to ensure that they are still achievable and relevant KPI's themselves may also need to change to reflect any deviation to operational plan activities Discussion What causes KPI’s to become irrelevant or obsolete?

Reviewing Key Performance Indicators Discuss KPIs with key stakeholders Reviewing each KPI to ensure it is still accurate Reviewing 'required level of achievement' for each KPI Checking level of success against current KPI's Identifying reasons why KPI's have or have not being met Determine is KPI's need to be amended Making recommendations for changes where amendments are required Activity 21 - Evaluation KPI's Discussion and Activity What causes KPI’s to become irrelevant or obsolete? Activity 21 - Evaluation KPI's

Report performance Report performance in a transparent manner
Periodically, there will be a need for you to provide your team and management with feedback in regard to achievement or non-achievement of operational plan initiatives Questions Ask general questions: Why is it important to report performance? What information should be included in a review? Why is honesty and transparency essential?

Report performance Methods to sharing performance related information
Holding team meetings Providing hard copy information Sharing information via the intranet Disseminating information at staff briefings Class Activity – Questions Ask general questions: What is the purpose of each type of presentation method?

Report performance Explaining performance related information
Explaining if your operational plan strategy and effort work Identifying the reasons why they work or not work Significant variations and the factors associated with the changes Unusual results and determine their causes Class Activity – Discussion General discussion: Discuss the importance of these points

Report performance Explaining performance related information
Patterns and trends in consumer behaviours, and the factors that resulted in those behaviours Strengths and marketing opportunities Weaknesses and potential areas of improvement Impact / implications of the results and conclusions on performance Activity 22 - Reporting progress to stakeholders Class Activity – Discussion and Activity General discussion: Discuss the importance of these points Activity 22 - Reporting progress to stakeholders

Taking managerial action
Make assessment of the need for managerial action Once areas of operational need improvement there are a number of changes that managers and supervisors can make Before any changes are implemented, assessment must take place to determine if action is necessary and the type of action that needs to be taken Class Activity – Discussion General discussion: How can you undertake the need for managerial action? What types of action can be taken?

Taking managerial action
Types of managerial action Do nothing Correct actual performance Revise the standard Activity 23 - Taking managerial action Class Activity – Discuss types of managerial action and Activity General discussion: Provide examples of when each type of managerial action would be appropriate Activity 23 - Taking managerial action

Element 3: Conduct ongoing evaluation
Introduce topic. Class Activity – General Discussion Ask general questions: Why is evaluation important? Why is it important to undertake evaluation on an ‘on-going’ basis?

Conduct ongoing evaluation
Performance Criteria for this Element are: Review the operational plan to assess effectiveness in the workplace Monitor performance Identify problems and make adjustments accordingly Incorporate the results of evaluation into ongoing planning and operational management Trainer identifies the Performance Criteria for this Element, as listed on the slide.

Review the operational plan
Importance of reviewing the operational plan It is important that operational plans should reviewed on a regular basis In the natural evolution of business activities, changes to operational plans will need to take place to reflect changes in operations and direction Class Activity – Questions How often should reviews take place?

Timing of operational plan reviews Daily, weekly or monthly reviews Business plan cycle Performance reports Major events triggering a review, e.g. Change in market-place Activity Prepare review timetable Class Activity – Questions and Activity What else influences the timing of reviews? Activity Prepare review timetable

Conduct on–going evaluation of operational plans Are we on track? Have we achieved what we planned? Are any variations acceptable, or do they require action? Were the original goals realistic and achievable? Have we improved our planning ability through these actions? Class Activity – Questions Discuss the points in the slide.

Evaluation and review operational plans Level 1 - Did we do things right? Level 2 - Did we do the right things? Level 3 - What have we learnt during the process? Class Activity – Questions Discuss the points in the slide.

Monitor performance In order for an organisation to be successful in being able to provide the highest quality of service whilst still making an adequate financial return for investors, it is vital that every aspect of the operation is operating to the best of its ability Therefore management must constantly assess and evaluate the performance of all areas that contribute to the functioning of the operational Class Activity – Questions Why is the difference between ‘assessing’ and ‘evaluating’? How is it done in the workplace?

Monitor activities In order to do this, activities must be assessed and evaluated to find out: What is being done correctly What needs improvement by: Identifying problems Understanding causes Providing and implementing a suitable remedy Class Activity – Review of customer service The Trainer to get to think about recent experiences they have had. What are areas where performance is normally good? What causes these areas to be good? What are areas where performance is normally bad? What causes these areas to be bad? Besides through customer comments, as a manager of this operational how could you identify the problem exists? What would be remedies you would put in place to improve them?

Monitoring performance
Areas of performance to monitor Market share Sales figures Customer satisfaction Staff satisfaction Growth in existing markets Development of new business sectors Staff retention Awards received Activity 25 - Monitoring performance Class Activity – Questions and Activity What other areas of performance may be monitored? Activity 25 - Monitoring performance

Identify performance gaps
Types of performance gaps Product or service failures Long wait times for service High volume of customer traffic Inaccurate or conflicting information provided to customers Lack of follow-up action by customer care representatives Class Activity – Questions What is the cause of these problems? What would you do to resolve these?

Types of performance gaps Aggressive cross-selling or up-selling by customer service representatives or sales persons Lack of resources required to implement service operations Conflicts in priorities Resource constraints Lack of information Supplier delays Differences in opinion Class Activity – Questions What is the cause of these problems? What would you do to resolve these?

Types of performance gaps Interpersonal conflict Hazardous events Time constraints Electricity shortages Bad weather Shortfalls in expected outcomes Poor staff performance Class Activity – Questions and Activity What is the cause of these problems? What would you do to resolve these? COMPLETE ACTIVITY 29

Implement agreed changes
Managers need to identify gaps and issues quickly and take appropriate action swiftly. Failure to identify these can lead to: Lack of repeat business Damage to the reputation of the venue General decline in sales and profit Class Activity – Questions Why is this important?

Corrective action Types of corrective actions
Quite simply, types of corrective actions taken to improve service operations may include: Improvements in the design of products or services Reviewing the allocation of resources for service operations Tweaking standard operating procedures to improve efficiency Questions What are examples of each type of action?

Initiate corrective action
Take appropriate corrective action This involves making the necessary adjustments to improve the level of service, productivity or customer satisfaction Depending on what is being monitored, involving staff in all or some stages of the monitoring process is likely to achieve better results Class Activity – Questions What are some examples of when operations have changed to improve the offering for customers?

Initiate corrective action
Short and long term corrective action Corrective actions taken within an operation workplace context can be seen as either: Short term corrective action Long term corrective action Class Activity – Questions What is the difference between short term and long term action? Why are these used?

Taking corrective action
Short term corrective action It is sometimes necessary to take short term action to solve a problem until it can be looked at more closely and the problem dealt with more thoroughly. Class Activity – Questions Why is this important to do?

Short term corrective action
Reasons for short-term action Isn’t time to stop and analyse the problem more carefully and in more detail To provide the necessary or expected services to the customer To meet OSH requirements To deal with a complaint To get staff working together again To give you time to analyse and work through the problem at a later date Class Activity – Questions What are examples of problems that require short term solutions?

Short term corrective action
Considerations for short-term action Make a definite time to look at it more thoroughly later on Decide who to involve in further problem solving Inform staff and management it is a short term solution Cost the implications of tackling the problem this way Class Activity – Discussion Discuss points.

Long term corrective action
Management changes New management Change in orientation to service Setting of some new directions in relation to several other factors New management focus Class Activity – Questions Why can a change of management greatly change the direction of a business? In what ways can the business change?

Organisational re-structures Change of personnel structure Elimination of positions New job roles Changes in job roles New knowledge or skills Class Activity – Questions If a position changes, as a manager what must you do to ensure this happens effectively and smoothly?

Introduction of new equipment New equipment means: Possible interruptions to operations for installation Training for staff Requires that staff can explain the new equipment to customers Changes in job roles Changes in procedures Changes to workflow Class Activity – Questions Think about a time when new equipment was introduced in a workplace. How did it interrupt operations and the role of staff? What can a manager do to ensure new equipment is introduced with minimal disruption to staff and operations?

Recruitment practices Need to establish comprehensive job descriptions and job specifications Seeking of new knowledge and skills Change advertising strategy Revised interviewing and selection process Revised selection criteria Activity 26 - Identify and resolve problems / performance gaps Class Activity – Discussion and Activity Discuss the points in this slide and their impacts on the recruitment process. Activity 26 - Identify and resolve problems / performance gaps

Report performance Present recommendations for variation to operational or operational plans What are possible reasons for recommendations? What information needs to be included in a recommendation What are types of recommendations? Activity 27 - Making recommendations Class Activity – Discussion and Activity General discussion: Discuss the questions in the slide. Activity 27 - Making recommendations

Develop and implement operational plans

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