Training is an effective way to address skill gaps and achieve better performance, and often we ask ourselves the following questions:
“I send my senior staff to do training regularly, but why don’t results translate to performance?”
“The Liquor Amendment Bill, effective 1 March, 2015, provides more regulation and compliance, is my team prepared?”
“How do I ensure operational performance is aligned to organisational outcomes?”
To achieve performance and organisational outcomes, we must identify gaps in the skill sets of your staff.
This can be done through focused training and coaching sessions, monitored using suitable key performance indicators (KPIs)
against accountability and performance outcomes that are in line with the club’s strategic direction.
The principle is – if you want to change your environment, you first have to change what you are doing.
As creatures of habit we tend to go back to what we know, and it makes no sense to do the same thing year in year out
expecting a different outcome. Your focus should be to steer managers away from task-driven roles to performance-driven roles.
Performance outcomes are required to be tied to organisational initiatives and measured weekly for continuous improvement, and not just maintaining the status quo.
In our experience, most of the pain within a business relates to a lack of performance, consistency and engagement by your management team.
The more deregulated and unstructured your business processes are, the more problems you will experience.
An organisation needs systemic processes to manage individual performance and team accountabilities.
With an ever-changing regulatory environment, compliance is very important for clubs.
For example there are key points of the Liquor Amendment Bill 2014
that licensees and operations teams must be aware of, such as the “three strikes” rule for selling alcohol to minors.
This is a showstopper that could result in the suspension of your liquor licence for 28 days for a first offence.
Attention should also be paid to section 73 amendments that alter the defence argument against prosecution for allowing a person to become intoxicated.
Are your managers aware of these initiatives and do your house policies reflect the steps that should be taken to reduce the risk of an offence?
Under the new legislation clubs must demonstrate that all staff are aware of the guidelines and actively working to enforce the standards.
As business compliance and operational risks increase, the onus continues to be on the venue to show that they are following a “systemic process of management”
to mitigate licensing, operational and training risk. Duty Managers must understand and apply procedurally, operationally and lawfully the expectations and outcomes
of their roles. They must be able to account for these decisions in a reporting structure that has clear content, context and relevance, while complying with the
laws of evidence as required by both civil and criminal courts.
Allied Risk Solutions’ “Cycle of Service” (see diagram below) provides a framework for systemic management
and has been successfully tested in courts and utilised by many clubs in NSW.
This program is part of the ClubsNSW Educational Pathways program bringing about change for both business and people.
Please take the opportunity to speak to us about the benefits of this program, go to https://www.alliedrisk.com.au/training-a-development.
For more information on our training courses email email@example.com.
Phone us on (02) 9635 0477.