Chapter 4:Human Resources
H.R. Department Roles
H.R. is both line & staff
function
Helping line managers with H.R. related duties
- employee selection- orientation- training- evaluation- compensation
H.R. specialists
G.M. must define authority boundaries between line- & staff managers.
Making final employee selection decision
Providing departmental-specific orientation
Initiating ongoing training
Supervision activities(e.g., performance appraisal)
Line managers
How H.R. personnel assist in hotel’s overall operation
H.R. Department Roles (continued…)
Implementing policies to effectively recruit, select, motivate, and retain the most qualified management and non-management staff
Developing and delivering orientation, safety, security, supervisory, and some department-specific training programs
Developing and communicating H.R. policies that are equitable and fair to all employees while protecting the rights of the hotel
Interpreting, implementing, and enforcing the ever-increasing body of laws and regulations
Helping to maintain appropriate standards of work life quality and ethical business policies and practices
Job descriptions Job specifications
Two staffing tools
Staffing the H.R. Department
A list of tasks that an employee in a specific position must be able to perform effectively
Statements about duties, responsibilities, working conditions & specific job activities
Example: H.R. Director (recruitment, selection, evaluation, promotion)
A list of personal qualities necessary for successful performance of the tasks required by the job description
Statements about knowledge, skills, education, physical & personal characteristics
Example: H.R. Director (considerable knowledge of principles & practices of H.R. management)
Legal Aspects of H.R.: Employee Selection
Bonified Occupational Qualifications (BOQs):Qualifications to perform a job that are judged reasonably necessary to safely or adequately perform all tasks within that job
Education or certification requirements
Language skills
Previous experience
Minimum age (for jobs such as waitress or bartender)
Physical attributes (amounts able to be lifted, carried etc.)
Licensing
Legitimate BOQs
Employment applications
Tools to screen employee applicants
Legal Aspects of H.R.: Employee Selection(continued…)
Interviews
Only provide info directly relating to the job
Demographic info, employment history, educational background, criminal history, employment status, references, drug testing
Testing
Other
Race, religion and physical traits should not be asked
Age may be asked only for the purpose of legal requirements
Follow strict state guidelines and requirements for pre-employment drug testing
Obtain applicant’s permission in writing for background and reference checks
Legal Aspects of H.R.: Employee Selection(continued…)
Equal Employment Opportunity Commission:Employers cannot discriminate against employees on the basis of race, color, religion, sex or national origin.
Americans with Disabilities Act (1990)
Prohibits discrimination against job candidates with disabilities
Age Discrimination in Employment Act (1967)
Protects individuals 40 yrs and older
Immigration Reform & Control Act (1987)
Prohibits hiring illegal immigrants
Fair Labor Standards Act (1938)
Protects young workers from employment interfering with education or that is detrimental to health
“At-will” employment Employment agreement
Legal Aspects of H.R.: Employment Relationships
Employees can elect to work for the employer or terminate the work relationship anytime
Employers can hire or terminate any employees with or without cause at any time
Document specifying the terms of the employer – employee work relationship
Indicates rights and obligations of both parties
Legal Aspects of H.R.: Workplace Laws
One cannot ask favors of a subordinate in exchange for employment benefits; neither can one punish an employee if an offer is rejected.
A G.M. should follow strict zero tolerance policy & procedures- issuing of appropriate policies- conducting applicable workshops- developing procedures to obtain relief - developing written protocols for reporting
- investigating & resolving incidents & grievances
Hotels (employing 50 or more staff) should provide up to 12 weeks of leave (unpaid) to an employee for a birth, adoption of a child or serious illness of immediate family members.
Sexual harassment
Family & Medical Leave (1993)
Unemployment insurance (allowing temporary financial benefits to employees who have lost jobs)
Unemployment claim (asserting the worker is eligible for unemployment benefits)
Employee evaluation (assuring work performance [nothing else] forms the basis for employee evaluations)
Discipline (effectively communicating and consistently enforcing workplace rules and policies)Termination (preventing unacceptable termination of employee/s)
The Fair Labor Standards Act (FLSA) establishes minimum wage, overtime work rates, and equal pay regardless of gender.
Compensation
Legal Aspects of H.R.: Workplace Laws (continued…)
Employee performance
Unemployment issues
Selected employee records should be maintained.
Examples of record keeping:- Department of Labor records (e.g., employee’s name, address, gender, job title, work schedule, hourly rate, regular and overtime earnings, wage deductions and payday dates)- any deductions from wages for meals, uniforms, or lodging
- amount of tips reported (for tipped employees)
- covered leave and amount of leave for eligible employees (Family & Medical Leave Act)
- employment eligibility verification (Immigration Reform & Control Act)
- personnel matters & benefit plans (Age Discrimination & Employment Act)
Employment records
Legal Aspects of H.R.: Workplace Laws (continued…)
Internal recruiting External recruiting
H.R. Department at Work: Recruitment
Focusing on internal applicants for vacant positions
Focusing on internal applicants for vacant positions
“Promotion from within” Alerting friends and relatives of current employees
Recruitment is not solely the job of H.R. departmentCurrent staff can impact hotel’s turnover rate
Hiring from outside sources Newspaper and other media advertisements / job fairs / executive search firms / recruiting at schools / “help wanted” signs Attracting external candidates
Recruitment methods
Selection:Evaluating job applicants to determine those more qualified
(or potentially more qualified) for positions.
H.R. Department at Work: Selection
Selection devices
Employment interviews
Employment tests
Preliminary screening (reviewing application)
Reference checksDrug tests
Orientation:Providing basic information about the hotel which must be known by all its employees.
H.R. Department at Work: Orientation
Goals
Reducing anxiety
Improving morale
Reducing turnoverProviding consistency
Developing realistic expectations
Contents
Hotel overview (mission statement) Guest service / relations trainingEmphasis on teamworkPolicies and procedures including handbookCompensation and benefits Guest safety & securityEmployee & union relationsProperty tour
Training is absolutely critical to the hotel’s success !
H.R. Department at Work: Training
Group training
Effective when several (or more) staff must learn the same thing
Use of a role-play (e.g., upselling training for front desk agents)
Individualized training
One-to-one training method
Mainly responsible for individualized line departments
Improve knowledge or skills of staff
New employees and experienced staff need training
Ongoing professional development can motivate staff and help employees’ advancement opportunities
Implement “train the trainer” program
H.R. Department at Work: Performance Evaluation
Goals
Determine where staff can improve performance
Assess eligibility for pay raises and promotionsImprove moraleAssure legal compliance
H.R. Dept. Roles
Develop policies & procedures for property-wide system
Communicate these policies & procedures to all staffAddress and resolve employee concerns as they arise
File performance evaluation results in employee records
Steps of performance appraisal system
H.R. Department at Work: Performance Evaluation (continued…)
Performance standards are established for each position
Evaluation information is filed
Policies (e.g., frequency of rating) are established
Data is gathered about employee performance
Raters must evaluate performance
Discuss performance evaluation with employees
What other employers attempting to attract the same applicants pay. What employees working on different jobs in the hotel are paid.What other employees working on same jobs within the hotel are paid.
Legal / fair / balanced / cost effective / viewed as reasonable by staff
Compensation:All financial & non-financial rewards given to managers & non-management staff in return for their work.
The H.R. Department at Work: Compensation
Effective compensation programs should be:
Establish pay for specific positions based on:
Salary / wages
Direct financial compensationBenefits (health insurance, paid vacations, etc.)
Indirect financial compensation
Work-related accidents & illnesses
H.R. Department at Work: Employee Safety & Health
Working conditionse.g., greasy floors in kitchen
Work to be done e.g., cooks using knives
H.R. staff assistance for health related activities
Developing and selecting programs to help employees cope with stress
Developing procedures applicable to workplace violence
Communicating updated info about HIV in the workplace
Providing info about cumulative trauma disorders
H.R. Department at Work: Workforce & Work Quality Improvement
Professional development
Cultural diversity
Continuous quality improvement
Improving
work
quality
TECHNIQUES