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Transforming Performance Feedback: A Story of Hospitality past


During my time at Lounges, we tackled a significant challenge plaguing the hospitality industry: outdated appraisal processes. In our world of restaurants, bars, coffee shops, and hotels, the word "appraisal" had unfortunately become synonymous with poor management, overly critical feedback, and irrelevant goals. Despite the word "praise" hidden within it, appraisals had evolved into a negative affair and needed a revamp.


"Feedback is the breakfast of champions." - Ken Blanchard, Hospitality Leadership Expert

As I conducted workshops with managers, it became clear that they struggled with the traditional appraisal approach. Many found it time-consuming, rigid, and disconnected from the day-to-day realities of running a bustling hospitality business.


The challenges were multifaceted. Managers struggled to find time for the prescribed week 1, week 4, and week 12 chats, often unsure of how to conduct them or unaware that they were part of the process. The actual appraisals, occurring only twice a year, led to a flurry of assessments, causing confusion and frustration among teams.


"Appraisals should be opportunities for growth, not occasions for fear." - Chip Conley, Hotelier and Author

Moreover, the appraisal questions focused solely on long-term career goals, neglecting the well-being and development needs of non-managerial staff. The formal language and complex reporting systems further compounded the problem. 


One poignant moment came when a manager nearly broke down during an appraisal session. It was evident that the process was not only ineffective but also emotionally taxing for both managers and team members.


Appraisals in Hospitality: A Comedy of Errors


  • Negative Perception: The term "appraisal" in hospitality had a negative connotation due to poor management practices, overly critical feedback, and irrelevant goals.

  • Disconnection from Reality: The traditional appraisal process was rigid and disconnected from the dynamic nature of hospitality businesses, such as restaurants, bars, and hotels.

  • Time-Consuming: Managers struggled to find time for scheduled chats and appraisals, leading to challenges in conducting them effectively.

  • Infrequent Appraisals: Appraisals occurred only twice a year, leading to a backlog of assessments and frustration among team members.

  • Focus on Long-Term Goals: The appraisal questions primarily focused on long-term career goals, neglecting the immediate well-being and development needs of non-managerial staff.

  • Formal Language and Reporting: The formal language and complex reporting systems further alienated managers and team members, making the process cumbersome and less effective.

  • Emotional Toll: The appraisal process took an emotional toll on both managers and team members, as evidenced by instances where individuals nearly broke down during sessions.


Recognizing the need for change, we embarked on a journey to overhaul our approach to performance feedback. We knew we needed a system that aligned with the fast-paced nature of our industry and fostered a culture of support and development.


"Great leaders in hospitality understand that feedback is not about finding fault; it's about finding opportunities for improvement." - Danny Meyer, Restaurateur and Author

Our first step was to rebrand the process. Instead of "appraisals," we introduced the concept of "performance feedback" to emphasise its constructive nature. We also simplified the language and removed jargon to make it more accessible to all team members.


Next, we implemented regular check-ins between managers and their teams called one-to-ones, centered on well-being.. These informal conversations allowed for real-time feedback on performance, addressed challenges as they arose, and provided opportunities for coaching and support.


We also revamped our goals-setting process, ensuring that objectives were relevant, achievable, and aligned with both individual and organisational needs. Rather than focusing solely on long-term career aspirations, we incorporated goals related to personal growth, well-being, and skill development.


Our workshops underwent a facelift, incorporating emotional intelligence into all face-to-face courses. We provided guidance materials for managers and simplified our Learning Management System (LMS) to streamline input and tracking.


Additionally, we introduced a system of peer recognition and rewards to celebrate achievements and foster a sense of camaraderie among team members. Whether it was a simple "pat on the back" or a public acknowledgment of a job well done, we encouraged managers to recognize and appreciate their teams' efforts regularly. 


“The key to success in hospitality is not just serving guests but also serving your team with regular feedback and recognition." - Simon Sinek, Author and Speaker

The results of our efforts were remarkable. Team morale improved, turnover rates decreased, and performance levels soared. By embracing a more human-centered approach to performance feedback, we not only transformed our organisation but also set a new standard for excellence in the hospitality industry.


Through our journey at Loungers plc, we learned that meaningful change is possible, even in traditionally rigid industries. By putting people first and prioritising continuous improvement, we can create workplaces where everyone thrives.


Recipe for Success: Spicing Up Hospitality Performance Management


  • Rebranding and Simplification: Renaming the process to "performance feedback" and simplifying language made it more accessible and less intimidating for all team members.

  • Regular Check-Ins: Implementing regular one-to-one check-ins focused on well-being allowed for real-time feedback, addressed challenges promptly, and provided coaching and support.

  • Revamped Goals-Setting: Goals were made relevant, achievable, and aligned with both individual and organisational needs, incorporating personal growth, well-being, and skill development objectives.

  • Emotional Intelligence Integration: Workshops integrated emotional intelligence, providing managers with the tools to navigate feedback conversations effectively.

  • Streamlined Learning Management System: Simplifying the Learning Management System (LMS) streamlined input and tracking, making the process more efficient.

  • Peer Recognition and Rewards: Introducing peer recognition and rewards fostered camaraderie and celebrated achievements, encouraging a positive team culture.

  • Remarkable Results: The new approach led to improved team morale, decreased turnover rates, and increased performance levels, setting a new standard for excellence in the hospitality industry.

  • Emphasis on Human-Centered Approach: Prioritising people and continuous improvement transformed the organisation and demonstrated that meaningful change is possible, even in traditionally rigid industries.


In wrapping up, our journey to improve performance management in hospitality wasn't easy, but it paid off. By focusing on people, simplifying processes, and encouraging ongoing feedback and support, we've changed the game. As we move forward in hospitality, let's remember that big changes start with small steps, and it's all about valuing our team and helping them grow. Here's to a future where everyone in the industry feels appreciated, supported, and ready to shine.

 

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