Defining Job Expectations

• Facebook
• Twitter
• LinkedIn

All the training, recognition programs and orientation procedures in the world won't mean a thing if employees don't know what's expected of them. Indeed, consistent standards and a clearly stated mission are the starting point for any career development effort. That's why the Auxiliary Services department of the University of Southern California started from the ground up when it began overhauling its human resources program several years ago.

"It all starts with the culture," says Dawn Mugavero, director of human resources for the auxiliary services (AS) division, which comprises hospitality, housing, transportation and several other support functions. Approximately half of AS's 850 full-time employees are assigned to the dining program. "All programs and policies need to be consistent with the core values of the organization."

At USC, auxiliary services' mission can be summed up in one deceptively neat, simple concept: Legendary Service. "Our purpose is to enhance the quality of life for the entire university community through the delivery of legendary service," explains Mugavero. "Everything refers back to that mission."

So much so that employees are issued a wallet card that elucidates this "short version" of a concept that has been continually evolving over the years, as USC continues in its pursuit of excellence—a serious consideration for a university that is collectively one of the single largest single employers in the county.

The card lists the four core values of the human resources program that reaches into every area of employee life, from initial hire to promotional opportunities. They are:

Courtesy: Consistent high-quality service to both internal and external customers.

Community: Consistent commitment to the university mission and strategic plan.

Cultivation: Consistently trying to improve while recognizing effort as well as success.

Cooperation: Consistently building and being part of something special.

"Everything ties back to this," says Mugavero, who studied such successful, service-oriented organizations as Disney and the Ritz-Carlton hotel chain in order to develop a model for USC. "Consistency, the links in terms of message and expectations and philosophy—that's what makes a culture," she says.

Although the basic premise is straightforward, even the language reinforces the underlying principles of positive rather than punitive reinforcement, adds Mugavero. Note, for example, that effort as well as success is recognized through the mission of cultivation. In practice, this translates into a highly codified Legendary Recognition Program that seeks to "encourage, recognize and thank employees for doing something special, consistent with Auxiliary Services core values."

Through this program, employees are recognized via Big Tommy Thanks cards and Super Tommy awards (Tommy Trojan is the school mascot) for department-specific activities and achievements. Within Hospitality Services, this might include such "legendary service" accomplishments as: a 95% score on the Mystery Shopper Report; letters of commendation from customers; volunteering for a special event; helping to achieve a 3% savings in food cost; or increasing check averages.

"Having these underlying values in place has really helped us develop our operating standards, and it dovetails with our orientation and training efforts," says Michael Gratz, dir. of hospitality services. "As we open or revamp new areas, these programs allow us to determine what our guest standards are, and how we can achieve them."

On the same page: Recent facilities growth at USC would have been virtually unachievable without core standards to support them, says Gratz. "Our goal is to make human resources seamless. Management's role is to establish standards and reinforce guest service expectations. That means we all need to be on the same page."

This "buy-in" goes beyond rote classwork to encompass all workplace interactions—not just what is communicated on paper, as Gratz points out, but all of the verbal and nonverbal cues that take place during the course of a shift. "We all have to believe in what we're doing," he says.

Orientation programs include information not only on where to park and how to punch in and out, but also on such "warm and fuzzy" considerations as attitude, body language, customer interactions and mentorship. "We want a lot of peer motivation," says Gratz, who's instituted a number of feedback mechanisms to establish open dialog on the job, including evaluations, meetings, and recognition and reinforcement programs.