EVALUATING THE EXAMPLES

The examples provided in the following section of this chapter provide scenarios that could be considered to be realistic for the activity of a contact point. Each scenario relates to a trait or an ability on the self-evaluation checklist. Keep in mind that the scenarios do not show a true overall view of contact point operations or the performance of contact point representatives.

The scenarios name specific ratings and contact points; however, you should direct your evaluation toward the person providing the service, NOT toward the rating or the contact point. No attempt was made to develop examples that could cover every possibility; however, they do cover a range of attitudes and skills that make the difference between good service and marginally adequate service.

The purpose of this chapter is ^{to help you identify} actions and attitudes associated ^{with good service.}

Therefore, none of the examples cover the first item on the checklist, "Presents good personal appearance." Checklist items 2 through 6 relate more to the requirements of your rating than to the face-to-face skills needed at contact points. Therefore, the examples emphasize the traits and abilities contained in items 7 through 15. These items deal with traits that affect the way you respond to customer needs.

In evaluating the performance of the people described in the examples, you are asked to assume two roles: (1) the role of the customer and (2) the role of the contact point representative.

ROLE OF THE CUSTOMER

The customers at your contact point do not see, and are not particularly interested in, your total work load. They see only your response to their needs at that specific time. Thus, the customers' opinion of your job effectiveness may be as distorted as that described in some of our scenarios, since both deal with only a brief part of a day's work. Some of the scenarios may not provide enough detail to allow you to evaluate the representative fairly. However, you must remember that is also the basis on which your customer evaluates you.

ROLE OF THE CONTACT POINT REPRESENTATIVE

In the role of the contact representative, you are aware of the total work load and responsibilities of the job. Because you have this broader base of knowledge on which to make an evaluation, you may even justify and excuse some of the representatives' actions. In evaluating the examples, don't excuse actions because of a misplaced sense of loyalty to your fellow workers. Remember, you are responsible to all members of the Navy, not just to those in your rating.

SCENARIOS

Each of the following scenarios, or cases, is followed by a checklist of items you are to evaluate from the information given. A brief critique following each item points out the evidence on which you can make an evaluation and suggests possible causes and improvements.

You may find some similarities between the attitudes shown in the examples and your own. That will help you to identify traits and abilities you need to develop or improve upon.

CASE NUMBER 1

MS3 Frost and MSSN Doe come into the Navy at the same time and go through recruit training and A school together. Then they receive orders to the same ship. While they remain together during their time in the Navy and become good friends, their attitudes and ambitions are quite different. MS3 Frost makes his rate the first time up. MSSN Doe takes the test twice and fails both times.

Suppose we interview the two men and see if we can identify some of their differences.

Question: Tell us a little about your job.

^{MS3 Frost:} I like my job. Basically, it involves preparing three meals a day, 7 days a week, either at sea or in port. By using the menu to make breakouts, I have a current knowledge of stores remaining on board. This makes me feel that I have a part in managing inventory. We use the menu to make breakouts of food items and plan for the meals that follow.

MSSN Doe: It's a great job! No responsibilities, easy work, my room and board, and I get paid for it.

^Question: MS3 Frost, you said that you like your job. What is it that you like about it?

^{MS3 Frost:} It would be difficult for me to identify one thing that would stand out over another, but the fact that my rating is interesting and that it provides variety means a lot. I enjoy interacting with the crew; and this job provides mean opportunity not only to provide a service, but to talk with each of the crew members. Often this interaction provides me knowledge of what they would like to see more of on the line or items they would prefer to see less of.

Question: MSSN Doe, you said the job is easy. Is that all it has going for it?

^{MSSN Doe:} I guess so. I haven't given it much thought. It's a job. The chief makes out the menu, and tells me what I have to do. I just follow the recipes.

Question: MSSN Doe, you said you have no responsibilities and implied that you don't want to have any. Do you consider responsibility something to be avoided?

^{MSSN Doe:} I do now. The food service officer and the chief are paid more than I am; they should have the responsibility.

Question: Do you agree with this, MS3 Frost?

MS3 Frost: It's true that both the food service officer and the chief are paid more, but I feel they have equal responsibility for their pay. I would like to assume as much responsibility as the chief will allow me to have so that I may learn as many skills as possible. I view these skills as valuable in planning a career either in the military or in the civilian sector. As far as responsibility, I feel that everyone in the food service division has a responsibility to the crew to observe rules of sanitation and to make each meal nutritious and tasty. The food service officer and the chief have the training and experience that qualify them for this, but I have responsibilities also. "There are many ways to do a job-my responsibility is to do it right.

Question: Since the chief prepares the menu, do you really have a choice of what foods you prepare?

^{MSSN Doe:} Who wants to choose? If the menu calls for meat loaf, they get meat loaf, if it calls for mashed potatoes, they get mashed potatoes.

^{MS3 Frost:} I'm not in a position to change the menu, but I do have the latitude to use several recipe variations. That prevents meals from becoming monotonous. Small things such as seasoning sauces and dressed-up leftovers seem to be a big hit with the crew. Because crew size is small, I'm able to place more emphasis on serving those items that are to be served hot or cold at their desired temperature.

_Question: Are you serving in the rating of your

choice? And if so, why did you choose it?

MSSN Doe: It was my first choice; my dad was a Navy cook years ago, and he said that it was the best rate in the Navy.

MS3 Frost: I chose food service as my career field. The MS rating offers both valuable training and an opportunity to gain valuable experience. Whether I make the Navy a career or return to a job in the civilian economy, the skills of operating a dining facility are the same. So you can see, I'm really placing myself ahead. The basic operation of a good dining facility is no different from that of a good restaurant.

Now that we have talked to MS3 Frost and MSSN Doe, let's ask the chief how he rates them.

They are both dependable, but the similarity ends there. MSSN Doe does what you tell him-no more, no less. I guess the main thing in his favor is that you only have to tell him once. MS3 Frost is completely different. He always wants to know why. Not because he wants to argue, but because he wants to KNOW the nuts and bolts of the operation. He is professional in his attitude toward his job. He finds out what makes food service good, and then he tries to make it better.