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