Chapter 4: Human Resources

H.R. Department Roles

Line managers Making final employee selection decision H.R. specialists Helping line managers with H.R. related duties employee selection orientation training evaluation compensation

Providing H.R. is departmental-specific both line & orientation staff Initiating ongoing training Supervision activities function (e.g., performance appraisal)

G.M. must define authority boundaries between line- & staff managers.
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H.R. Department Roles (continued)

How H.R. personnel assist in hotels overall operation
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
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Staffing the H.R. Department

Job descriptions
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)

Job specifications
A list of personal qualities necessary for successful performance of the tasks required by the job description

Two staffing tools

Statements about knowledge, skills, education, physical & personal characteristics Example: H.R. Director (considerable knowledge of principles & practices of H.R. management)

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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 Legitimate BOQs 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
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Legal Aspects of H.R.: Employee Selection (continued)

Tools to screen employee applicants
Only provide info directly relating to the job Demographic info, employment history, educational background, criminal history, employment status, references, drug testing Race, religion and physical traits should not be asked

Employment applications
Interviews

Age may be asked only for the purpose of legal requiremen

Follow strict state guidelines and requirements for preemployment drug testing Obtain applicants permission in writing for background and reference checks

Testing Other

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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 Prohibits discrimination against job Disabilities Act (1990) candidates with disabilities Age Discrimination in Protects individuals 40 yrs and older Employment Act (1967)

Immigration Reform & Prohibits hiring illegal immigrants Control Act (1987) Protects young workers from Fair Labor Standards Act employment interfering with education or that is detrimental to (1938) health
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Legal Aspects of H.R.: Employment Relationships

At-will employment Employers can hire or terminate any employees with or without cause at any time Employees can elect to work for the employer or terminate the work relationship anytime Employment agreement Document specifying the terms of the employer employee work relationship Indicates rights and obligations of both parties

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Legal Aspects of H.R.: Workplace Laws

Sexual harassmentask favors of a subordinate in exchange for One cannot
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

Family & Medical Leave (1993) (employing 50 or more staff) should provide up to 12 weeks Hotels
of leave (unpaid) to an employee for a birth, adoption of a child or serious illness of immediate family members.
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Legal Aspects of H.R.: Workplace Laws (continued)

Compensation
The Fair Labor Standards Act (FLSA) establishes minimum wage, overtime work rates, and equal pay regardless of gender.

Employee performance 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)

Unemployment issues Unemployment insurance (allowing temporary financial benefits to

employees who have lost jobs)

Unemployment claim (asserting the worker is eligible for unemployment benefits)

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Legal Aspects of H.R.: Workplace Laws (continued)

Employment records
Selected employee records should be maintained. Examples of record keeping: Department of Labor records (e.g., employees name, address, gender, job title, work schedule, hourly rate, regular and overtime earnings, wage deductions and payday dates) for meals, uniforms, or lodging any deductions from wages 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)
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H.R. Department at Work: Recruitment

Internal recruiting External recruiting

Focusing on internal Hiring from outside applicants for vacant sources positions Newspaper and other media advertisements / Promotion from within job fairs / executive Alerting friends and Recruitment search firms / recruiting relatives of current methods at schools / help employees wanted signs Recruitment is not solely Attracting external the job of H.R. candidates department can impact Current staff hotels turnover rate
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H.R. Department at Work: Selection

Selection: Evaluating job applicants to determine those more qualified (or potentially more qualified) for positions. Selection devices Preliminary screening (reviewing application) Employment interviews Employment tests

Reference checks Drug tests

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H.R. Department at Work: Orientation

Orientation:
Providing basic information about the hotel which must be known by all its employees.

Goals Reducing anxiety Improving morale Reducing turnover Providing consistency Developing realistic expectations

Contents Hotel overview (mission statement) Guest service / relations training on teamwork Emphasis Policies and procedures including handbook Compensation and benefits Guest safety & security & union relations Employee Property tour

Hotel Operations Management, 1/e 2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall Upper Saddle River, NJ 07458

H.R. Department at Work: Training

Training is absolutely critical to the hotels success ! 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 Group training
Effective when several (or more) staff must learn the same thingof a role-play (e.g., Use

Individualized training
One-to-one training method Mainly responsible for individualized line departments

upselling training for front desk agents) Hotel Operations Management, 1/e 2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall Upper
Saddle River, NJ 07458

H.R. Department at Work: Performance Evaluation

Determine where staff can improve performance Assess eligibility for pay raises and promotions Improve morale Assure legal compliance Develop policies & procedures for property-wide system Communicate these policies & procedures to all staff Address and resolve employee concerns as they arise File performance evaluation results in employee records

Goals

H.R. Dept. Roles

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H.R. Department at Work: Performance Evaluation (continued)

Steps of performance appraisal system Performance standards are established for each position
Policies (e.g., frequency of rating) are established Data is gathered about employee performance Raters must evaluate performance

Discuss performance evaluation with employees

Evaluation information is filed
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The H.R. Department at Work: Compensation

Compensation: All financial & non-financial rewards given to managers & non-management staff in return for their work.
Direct financial compensation Salary / wages Indirect financial compensation insurance, paid Benefits (health
vacations, etc.)

Effective compensation programs should be:

Legal / fair / balanced / cost effective / viewed as reasonable by staff

Establish pay for specific positions based on:

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.
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H.R. Department at Work: Employee Safety & Health

Work-related accidents & illnesses Work to be done
e.g., cooks using knives

Working conditions
e.g., greasy floors in kitchen

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
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H.R. Department at Work: Workforce & Work Quality Improvement

Professional development Cultural diversity Continuous quality improvement

T E C H NI Q U E S

Improving work quality

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