Self Evaluation for Decision Making

From Kayayetta Dukes To Lana capital of Nebraska Subject Self Evaluation January 17th 2012 Dear Mrs. Lincoln, Here is my per year self-evaluation report about the managerial decisions I flummox made regarding the eating houses employee memory issues we face. As we be in possession of previously discussed at confluxs our employee retention ratio to turnover is fairly poor for a restaurant. I speculate many establishments face this challenge of retaining good employees and there argon some(prenominal) reasons that are to blame for the high ratio.I feel if we didnt implement these criteria it would s instantlyball and grow into bigger problems so it seemed a no brainer to ball up no time in starting this makeover. Ive come up with a game plan to drastically reduce our turnover ramble so we can focus on other issues that warrant our attention in the process of making the restaurant number 1 in all aspects possible. Our major issue at the restaurant is that our employee reten tion locate is around 15% which leaves our turnover rate at an out of manoeuvre 85%. With most of our employees being constantly replaced its hard for our staff to have a champion of cohesion, team pride, and stability.My criteria with this challenge was to create a sense of firmty with the staff, make them feel like they are a circumstances of a big family visualise them that this job can be a long-term career and that we want to promote from in spite of appearance. Weighing these criteria helps me figure which are most important in reaching our overall goal of reduce our turnover rate. The numeric value of 5 will count as most vital in accomplishing our goal and 1 will mean the criteria that can be put on the back burner until the 5s are implemented and in force. Communicate managements goal to promote from within 5 * Reward full-time and part-time employees for length of dish 1 * Team-building exercises once a month 1 * Create an employee suggestion street corner 5 * R evamp scheduling to create more convenience 5 Although I feel strongly about my above solutions Ive created a few ersatzs that could possibly work just as well. My first resource idea would be to mandate training classes for all employees. This plan would let in training on customer service skills, teamwork strategies, and personal growth.Another alternative would be to mandate employee events to reward good service and promote togetherness. My net solution would be to crack down on the team with unplayful consequences for being late, missing shifts, or receiving customer complaints. This method would consist of composing repeat offenders up and firing them after so many to show we want to employ and keep worthy employees and we will not wait less. To rate these alternatives I used a score of 10 for the shell and a 5 for the ones that I have reservations about. * Mandated training classes for all employees. 10 Mandated after work employee events to promote team cohesion. 5 * Rid the restaurant of employees who arent doing a good job. 5 I carefully considered these alternatives beforehand making the optimal decision of sticking with the original plan overconfident including the first alternative to have a fail proof stylus of getting a serious hold on our retention rate. I did encounter problems completing the challenge though. This included resistance from employees who were reluctant with accept change. Also we had issues with scheduling for additional trainings and after work events to work on team cohesion.I overcame these hurdles by making the trainings available more days to accomidate more employees without conflict, we created the suggestion box and also are now taking a majority vote for the monthly reward meeting in which we will have an open forum about issues that have risen in the previous month as well as to cover progress and future expectations. In conclusion, this project has been widely triple-crown in just these few short months. Our team is working more cohesively and taking teamwork to a whole other level.The suggestion box has been picking up and we have been addressing concerns of our employees which have made them feel their opinion is not only important but wanted. This in return is creating more loyal enthusiastic and eager workers whom are giving great customer service to our guests. I hope you are as satisfied as I am in the team and see the overall difference and growth. genuinely Floor Manager Kay Dukes Reference Bazerman, M. H. , & Moore, D. A. (2010). Judgment in managerial decision making (6th ed. ). Hoboken, NJ Wiley.