REC 375—Leadership and Management of Parks and Recreation Services

1. REC 375—Leadership and Management of Parks and Recreation Services Jim Herstine, Ph.D., CPRP Assistant Professor Parks and Recreation Management UNC-Wilmington

2. Human Resources Management REC 375—Leadership and Management of Parks and Recreation Services

3. Human Resources Management • Planning, attracting, developing, and retaining employees

4. Human Resources Management • People are the most important resource in any service organization!!!!!! • The finest equipment, supplies, areas, and facilities will mean little if competent, dedicated and skilled personnel in sufficient numbers are not available

5. Effective Human Resources Management is a Blend of 2 Distinct Competencies • Ability to lead and inspire—motivation techniques and leadership styles • Knowledge of the mechanics of administration

6. Knowledge of the Mechanics of Administration • Job analysis • Job description/Job specifications • Recruitment, selection and hiring • Training and development • Retaining Employees • Performance appraisal/employee evaluation

7. Job Analysis • The process of determining what the position entails and the qualifications needed to staff the position • The systematic, ongoing process of describing the work tasks that comprise a job and the knowledge, skills, abilities, and other characteristics that enable an individual to perform those tasks • Job Analysis is the basis for the Job Description and the Job Specifications

8. Steps in the Job Analysis Process • Select jobs for analysis • Prepare for job analysis • Determine what information to collect • Collect information • Process information • Write or revise job descriptions and specifications

9. Collect Information • Observation • Interviews • Questionnaires • Job incumbent diary/log

10. Job Description • Identifies the tasks and responsibilities of a position/job • Focuses on describing the position/job as it is currently being performed

11. Job Description, continued • Job title (department and pay grade) • Supervision (lines of authority) • Location • Tasks, duties, activities, etc. • Performance standards • Working conditions • Tools, equipment, materials, etc.

12. Job Specifications • Identify the qualifications needed to staff a position—identify the types of people needed • Focuses on the employee characteristics necessary to perform a job—referred to as KSAOs (Knowledge, Skill, Ability, Other) • Education • Certifications • Experience • Competencies and special skills

13. Job Specifications, continued • Skills and ability • Credentials • Training • Experience • Personal qualities • Physical effort • Sensory demands

14. Job Description Examples

15. Job Description Assignment • Obtain a recent Job Description from a leisure service organization • Evaluate the Job Description to see if it is acceptable—covers what it should cover and covers it well • Point Value—10 points • Due Date—Tuesday, April 8th

16. Recruitment • Most employee relations problems are caused by hiring wrong people for the job • Most poor employees are not bad people, they are just in the wrong job!

17. Recruitment, continued • “People don’t quit companies, they quit people” • A whopping 67% of us are unhappy in our work • Why? Employers keep putting the wrong people in the wrong jobs! • Many organizations hire staff based on an outdated notion that all employees must fit a catch-all ideal *Jim Sirbasku—Chief Executive of Profiles International

18. Recruitment, continued • For years, organizations have tried to hire the “best and the brightest”, but very few jobs actually require the talents of the “best and the brightest” *Jim Sirbasku, Chief Executive of Profiles International

19. Recruitment, continued • The process of attracting qualified candidates to apply for job openings • Process used to locate the most qualified and best suited candidates for the position and to interest them in applying for the position • Goal is to obtain a sufficient pool of job applicants who meet or exceed the advertised job qualifications

20. Internal recruiting Promote within Employee referrals Previous applicants External recruiting Walk-ins Educational institutions Advertising Agencies Referrals from colleagues Competitors Recruitment, continued

21. Recruitment, continued • Advertising • National • Regional • State • Local • What determines the extent of the search? • Type of position • Candidate pool available • Available time • Available money

22. Advertising—Small Group Exercise • Prepare a newspaper advertisement for a position with a leisure service organization • The advertisement should tell the potential candidate what the position is all about; duties and responsibilities of the position; specifications for the position; how to apply; and, when to apply • It should make me want to apply!!!!!

23. Advertising Example • Activities Director—The Royal Princess Cruise line is currently recruiting for a full-time Activities Director aboard our newest Caribbean cruise ship. Applicants must possess a bachelors degree in Parks and Recreation or a related field and have a minimum of 2 years experience in recreation programming. Responsibilities include developing and coordinating all recreational activities and supervision of 10 employees. This is a great opportunity to use creative skills, work for a progressive company, and, earn a respectable income while traveling the Caribbean. If you enjoy working with the public, organizing and directing a spectacular vacation retreat, this is the position for you. Please send your resume and three letters of reference to “The Royal Princess Cruise Line, P.O. Box 1234, Miami, Florida 28488. Application deadline is August 1, 2002

24. Advertising Example • JOIN THE TEAM—Wilmington Rehabilitation is looking for an enthusiastic CTRS to work in our state of the art facility. A BA or BS degree from an accredited curriculum is required in therapeutic recreation or a related field. The applicant must possess state and national certifications. A minimum of 2 years of experience in TR work is required. GREAT BENEFITS! GREAT LOCATION!!! Mail your letter of interest to Wilmington Rehabilitation, Human Resources Department, P.O. Box 28697, Wilmington, NC 28403. Application deadline is August 1, 2002

25. Advertising Example RECREATION PROGRAM SUPERVISOR The Town of Wrightsville Beach is seeking a progressive individual to serve as its Recreation Program Supervisor. Located on the beautiful coast of the Atlantic Ocean, this growing community operates under a municipal form of government. The successful candidate will possess public relations and organizational skills, knowledge of recreational activities and programming, employee management, and the ability to work effectively with a diverse organization and community. Any combination of education and experience equivalent to a degree to a 4year degree in Recreation Administration or closely related field and considerable professional and supervisory experience is required. Send resume to John Doe, Human Resource Division, P.O. Box 123, Wrightsville Beach, NC, 28487. All resumes must be received by August 1, 2002.

26. Advertising Example • Handout—Recreation Program Supervisor

27. Selection • The process of choosing the most qualified and best suited applicant recruited for a job • Selection is a comparison process and criteria must be in place that allow for a fair and complete comparison of applicants

28. The Selection Process • Application Form • Screening Interview (telephone) • Testing • Background and Reference Checks • Interviewing • Hiring

29. Testing • Achievement tests • Aptitude tests • Personality tests • Interest tests • Physical exams • Assessment Center • Assessment Tests

30. Assessment Centers • Places where job applicants undergo a series of tests, interviews, and simulated experiences to determine their potential

31. Assessment Tests • Developed by Psychologists and measure areas such as: • Occupational interest • Cognitive ability • Personality • Ambition and determination • Measure a combination of ability, interest and personality

32. Assessment Tests, continued • Results from assessment tests do not choose candidates for jobs, that decision remains with the organization in question • However, the information gleaned helps build a more accurate picture of each person being considered

33. Assessment Tests, continued • Bud Haney, President of Profiles International states, “Unlike the interview process, candidates can’t cheat in assessment tests for one simple reason. They don’t know what answers the test is looking for. Apart from assessing the candidate, the assessment test could be making sure that the candidate fits in with the corporate culture. The candidate could be a destructive influence to the organization even though they have the requisite skills to get the job done.”

34. Background and Reference Checks • Organizations should prevent poor hiring decisions and negligent hiring liability by instituting a reference checking system to verify the information on a candidate’s application form and/or resume • It has been estimated that up to one-half of all applications contain false or erroneous material

35. Interviews • CAUTION!!!! In an interview, someone can be anything they want to be at any time!!! • They know the job they are applying for, so they probably know what the interviewer wants to hear!!! • Typically, most decisions about a candidate have been made within 4.3 minutes of an interview starting!!!

36. Interviews, continued • Studies have shown that only 14% of candidates chosen purely by interview perform well on the job!!! • This number increases to 26% if the candidate can pass a background check • The success rate rises to 38% when personality assessments are also used

37. Interviews, continued • Adding an abilities test to the mix brings the chance of hiring the right person to 54% • Measuring a candidate’s overall interests as part of the selection process increased the score to 66% *Profiles International

38. Interviewing • Structured interview—a list of prepared questions to ask all applicants • Unstructured interview—no pre-planned questions or sequence of topics • Semi-structured interview—a list of prepared questions to ask, but the interviewer also asks unplanned questions

39. Interviewing, continued • Review the Job Description and Job Specifications • Plan your realistic Job Preview • Prepare for the interview • Conduct the interview

40. Conducting the Interview • NEVER INTERVIEW ALONE!!!!! • Open the interview • Give your realistic job preview • Ask your questions • Close the interview

41. Interview Questions • BFOQ—all questions must be based upon a bona fide occupational qualification • A bona fide occupational qualification allows discrimination where it is reasonably necessary to normal operation of a particular organization • www.eeoc.gov/facts/age.html • www.eeoc.gov/facts/qanda.html

42. Allowable Questions • Are you authorized to work for any employer without restriction? • Will you now or in the near future require visa sponsorship?

43. Illegal Questions • Are you a U.S. citizen? • Do you have a “green card”? • What country are you from? • Do you intend to stay in the U.S.?

44. Discrimination • For people with unrestricted work authorization, employer cannot refuse to hire based on: • Race • National origin • Sex • Age • Religion • Disability

45. Ways to Improve Your Interviewing Effectiveness • Keep in mind the objectives of the selection interview is to find the right job/person fit • Let the candidate do most of the talking • Listen actively • Allow silence • Treat each candidate as an individual • Don’t let feelings interfere with judgment

46. Problems to Avoid in Selecting • Rushing • Stereotyping • “Like Me” Syndrome • Halo and Horn Effect • Premature Selection

47. Hiring • HIRE THE “BEST SUITED” INDIVIDUAL • Make the individual an offer they can’t refuse • Best Suited may not be the most qualified applicant

48. Training and Development • Is a means to an end • Includes Orientation Training and In-Service Training • Training and development of new employees begins with the orientation process • Orientation is the process of introducing new employees to the organization and their jobs

49. Benefits of Orientation Training • Reduced time to get the employee to perform to standard levels • Reduced anxiety about doing a good job and getting along with peers • Accurate perceptions of what is expected of the employee

50. Orientation Training, continued • Employees tend to stay on the job longer (reduced turnover) and have improved attitudes and performance when they go through orientation