Food-Service-Manual-for-Health-Care-Institutions

Food Service Manual for Health Care Institutions
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the job well, be accepted by coworkers and supervisors, and overcome being nervous in a new
situation.
The supervisor should not cover too much information at once, reassuring the new worker
that additional information will be given gradually throughout the orientation period.
Information overload may cause a new employee to become confused and even more apprehensive.
The new employee should be given a copy of the department’s procedures handbook
and be allowed enough time to read it thoroughly before beginning work.
In the next section of this chapter, we discuss in detail some methods for training new
employees to perform their jobs. However, it first may be helpful to offer guidelines for a typical
orientation and training program for a production worker. Managers should keep in mind
that these guidelines would not be suitable for orienting professional or managerial employees.
For example, an orientation and training program for registered dietitians and other nutrition
professionals should be arranged on an individual basis so as to be suited to the various levels
of experience and knowledge such professionals would have.
The following guidelines cover the first five days (one workweek) of a new employee’s orientation
as a food service production worker in a hospital:
• Day 1. The supervisor explains the general departmental routine and where the new
employee’s job fits in; shows the employee the general work area, the employees’ lounge, and
the employees’ locker room; assigns the new employee to an experienced employee whose
duties are identical or similar to those the new employee will perform; and gives the new hire
a copy of the department procedures handbook. The new employee spends the rest of day 1
observing and working with the experienced employee.
• Day 2. The supervisor checks with the new employee to see whether he or she has questions
about yesterday’s activities, clarifies any task or departmental routine, and reaffirms a
friendly and supportive atmosphere by offering encouragement and helpful suggestions rather
than criticism. The new employee spends the rest of day 2 working with and observing the
mentor employee perform tasks the new employee eventually will perform.
• Day 3. The new employee spends more time working independently. The supervisor
observes his or her job behavior and corrects or clarifies work performance as necessary.
• Day 4. The new employee continues to work independently, but the supervisor and
coworkers remain available to answer questions and offer advice. The supervisor begins to
review the job description as well as key points of departmental policies—especially those on
infection control, disaster planning, fire safety, and hazardous substance handling—offering the
new member opportunity to raise questions and clarify points as necessary (for example, fine
points of the department’s or organization’s personnel policies such as employee benefits, grievance
procedures, and performance evaluation).
• Day 5. The new employee assumes job tasks independently. The supervisor may apprise
the employee of training opportunities in specific production procedures and techniques once
the employee has adjusted to his or her new work setting. All orientation checklists are filed in
the department’s employee personnel file.
Training
Employee training is one of a food service director’s most important responsibilities. A continuous,
well-organized training program for all levels of employees increases productivity, quality
level, safety consciousness, and department morale. New employees may require a complete
training regimen. Experienced employees may need training in new or updated production
methods, equipment, and approaches to handling set job tasks. Most new employee training is
conducted one-on-one, whereas experienced food service employees usually are taught new or
updated skills and concepts during in-service group training sessions.