Shawn is a newly promoted Front Office Manager for a local travel and tourism company. His employees handle internet, phone, and face-to-face customer contacts. Shawn is responsible for observing his employees' customer interactions, demeanor, and ability to sell local travel packages. His boss explained to him how to give meaningful feedback, which was helpful.

Today, when Shawn was posting the morning reports and announcements, he overheard one of his employees use a snide tone when a potential customer approached the customer service desk and inquired about local attractions. The employee answered the customer, "You booked your vacation, you should know what there is to do in the area." Then, the employee rolled her eyes and sighed. Before Shawn could walk across the room and intervene, the customer sarcastically thanked the employee and walked out, leaving the brochures he had in his hands, on the counter.

In this week's (9) discussion, you provided the three components of meaningful feedback, a corrective feedback statement, and a follow-up/conclusion feedback session. Now, we will develop an action plan to improve performance.

Giving feedback opens dialogues that clear the path to improving performance. But how do you ensure the situation is going to improve? If you give corrective feedback on a trivial issue and further observations show that the employee took responsibility for improving performance, nothing more needs to be done. For those occasions where the employee continues to perform poorly, adevelopment action plancan be helpful.

Using all five steps, write out your plan of action/response for each one. make a development action plan to give Shawn (using the guidelines discussed within the chapter) for the rude employee to handle the situation.