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EVENT HUMAN RESOURCE MANAGEMENT

EVENT HUMAN RESOURCE MANAGEMENT . LEARNING OUTCOMES PLAN AND MANAGE STAFF AND VOLUNTEER RECRUITMENT AND SELECTION IMPLEMENT AN EFFECTIVE INDUCTION PROGRAM MANAGE AND MONITOR STAFF AND VOLUNTEER PERFORMANCE CONDUCT STAFF APPRAISALS MANAGE POSITIVE WORKPLACE RELATIONS.

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EVENT HUMAN RESOURCE MANAGEMENT

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  1. EVENT HUMAN RESOURCE MANAGEMENT LEARNING OUTCOMES • PLAN AND MANAGE STAFF AND VOLUNTEER RECRUITMENT AND SELECTION • IMPLEMENT AN EFFECTIVE INDUCTION PROGRAM • MANAGE AND MONITOR STAFF AND VOLUNTEER PERFORMANCE • CONDUCT STAFF APPRAISALS • MANAGE POSITIVE WORKPLACE RELATIONS

  2. LOC 1 – IDENTIFY RECRUITMENT NEEDS 1.1 JUSTIFY THE ADVANTAGES OF PLANNING FOR FUTURE STAFFING NEEDS 1.2 DISCUSS THE NECESSARY CONSIDERATIONS TO PLAN AND MANAGE THE STAFF AND VOLUNTEER RECRUITMENT AND SELECTION PROCESS 1.3 DRAFT AN EFFECTIVE RECRUITMENT ADVERTISEMENT

  3. LOC 1 – IDENTIFY RECRUITMENT NEEDS 1.4 SELECT APPROPRIATE METHOD OF CONTACT BY THE POTENTIAL APPLICANT 1.5 JUSTIFY THE SELECTION OF DIFFERENT TYPES OF INTERVIEW METHODS 1.6 IDENTIFY AND EXPLAIN THE ASSOCIATED RECRUITMENT ACTIVITIES 1.7 CONDUCT AND EVALUATE A SELECTION INTERVIEW

  4. RECOMMENDED TEXTS(CAN BE ORDERED THROUGH BOOKSHOP, DISCOUNTS APPLY TO STUDENT UNION MEMBERS) • Supervision and Leadership in Tourism and Hospitality, 1/e   • Lynn Van Der WagenChristine Davies • ISBN: 1862504741 Format: Paperback ; 196 ppPublished: 30/06/1998 Retail Price: $44.95 (inc. GST)

  5. Supervision : The Theory and Practice of First-Line Management, 2/e   • Kris Cole • ISBN: 1740092929 Format: Paperback ; 815 ppPublished: 20/11/2000 Retail Price: $64.95 (inc. GST) • CHECK LIBRARY FOR OTHER AVAILABLE RESOURCES

  6. 3 MAJOR COMPANY RESOURCES • FINANCES • PLANT AND EQUIPMENT & • HUMAN RESOURCES – FULL & PART TIME EMPLOYEES, VOLUNTEERS,CONTRACTORS, CONSULTANTS AND AGENTS

  7. WHAT IS HUMAN RESOURCE MANAGEMENT? • Human resource management is concerned with the ‘people’dimension in management.The process consists of 4 functions • Acquisition • Development • Motivation • Maintenance

  8. HRM ACTIVITIES S afety I ndustrial relations S alary administration T raining & development E mployment relations R ecruitment and selection

  9. THE IMPORTANCE OF EFFECTIVE HRM MANAGEMENT • TOTAL QUALITY MANAGEMENT (TQM) • UNDERSTANDING/MEETING COMPANY GOALS/OBJECTIVES • COMPANY LOYALTY • REDUCED ABSENTEEISM • TEAM BUILDING • JOB SATISFACTION • INCREASED PROFITABILITY

  10. SOURCES OF RECRUITMENT • NEWSPAPER & OTHER PRINTED MEDIA • INTERNET • INTRANET • ORGANISATIONAL GAZETTES • RECOMMENDATIONS FROM EXISTING STAFF • PAST EMPLOYEES • CASUAL OR PART-TIME STAFF • EMPLOYMENT AGENCIES • RADIO ADVERTISING • EDUCATIONAL INSTITUTIONS • PREVIOUS APPLICANTS • DIRECT APPROACHES • INDUSTRY BODIES EG. MIAA

  11. PLANNING FOR FUTURE STAFFING NEEDS • DETERMINE FUTURE PRODUCT OR SERVICE REQUIREMENTS • CALCULATE THE # OF HOURS REQUIRED TO DELIVER THE SERVICE OR PRODUCE THE PRODUCTS

  12. WORK OUT HOW MANY EMPLOYEES YOU WILL NEED TO PROVIDE THIS PRODUCT OR SERVICE • CONSIDER ANY SUPPORT OR SERVICE STAFF REQUIRED 5 ALLOW FOR EMPLOYEE ABSENCES

  13. ADVANTAGES OF PLANNING FOR FUTURE STAFFING NEEDS • AVOIDS CRISIS MANAGEMENT • REDUCES COSTS RELATING TO HIGH STAFF TURNOVER • MAINTAINS STAFF MORALE • ENSURES EFFICIENCY LEVELS/AVOIDS CUSTOMER COMPLAINS

  14. IDENTIFYING SHORT TERM STAFFING NEEDS • CONSULT APPROPRIATE COLLEAGUES AND STAKEHOLDERS • WORKPLACE SURVEYS • RESEARCH RESULTS INDUSTRY WIDE • FEEDBACK FROM CUSTOMERS

  15. Human resource management process Competent employees Human resource planning Selection Recruitment Decruitment Knowledge and skills Training Orientation Performance management Compensation And benefits Long-term high performance Industrial relations Career Development

  16. Recruitment The process of locating, identifying and attracting capable applicants. Decruitment Techniques for reducing the labour supply within an organisation

  17. Human resource planning ASSESSING CURRENT HUMAN RESOURCES Job Analysis Job description Job specification Future Needs Organisational goals

  18. CONSIDERATIONS IN PLANNING AND MANAGING STAFF RECRUITMENT AND SELECTION • PROCEDURES FOR APPROVAL, RECRUITMENT AND SELECTION • ESTABLISH FORMAT FOR JOB DESCRIPTIONS AND SPECIFICATIONSJOB DESCRIPTIONS:-Lists the duties to be performed in a specific role and conditions of employmentPERSON (JOB) SPECIFICATIONS:-Describes the ideal person for the job and includes essential and desirable selection criteria. Can be divided into headings eg.* qualifications* skills* required experience* personal attributes

  19. CONSIDERATIONS IN PLANNING AND MANAGING STAFF RECRUITMENT AND SELECTION • UPDATE & REVIEW JOB SPECIFICATIONS REGULARLY • INCORPORATE EEO AND ANTI-DISCRIMINATION PRINCIPLES • INCORPORATE STATUTORY AND LEGAL REQUIREMENTS (EG. AWARD PROVISION, ENTERPRISE AGREEMENT) • TRAIN APPROPRIATE STAFF IN INTERVIEW AND RECRUITMENT PROCEDURES

  20. TIPS FOR SUCCESSFUL JOB ADS (1) • SEEK CANDIATES THAT REALLY EXIST • WRITE ATTRACTIVE ADVERTISING COPY • PLACE YOUR AD IN MOST SUITABLE MEDIA • MAKE AD ATTRACTIVE • CHOOSE THE BEST TIME • DECIDE WHO WILL HANDLE THE FIRST STAGE

  21. TIPS FOR SUCCESSFUL JOB ADS (2) • MAKE CONTACT EASY • CHOOSE STYLE WHICH WILL APPEAL TO APPLICANT GROUP • SHORT SENTENCES • PLAIN ENGLISH • ACCURATE • POSITIVE SOUNDING WORDING • BALANCE THE LAYOUT • ASSURANCE OF CONFIDENTIALITY

  22. TIPS FOR SUCCESSFUL JOB ADS (3) A ttention I nterest D esire A ction

  23. DISCRIMINATION IN ADVERTISING • WORDING SPECIFIC TO GENDER SHOULD BE AVOIDED • STATING PREFERENCES FOR RACE, COLOUR ETC. IS ILLEGAL • QUALITIES UNNECESSARY FOR WORK TO BE PERFORMED SHOULD NOT BE INCLUDED

  24. INTERVIEWING METHODS • UNSTRUCTURED (FAVOURED BY PEOPLE WITH LITTLE OR NO INTERVIEWING EXPERIENCE). TEND TO BE A SERIES OF MEANDERING QUESTIONS • STRUCTURED INCLUDING:-TARGETED SELECTION OR BEHAVIOURAL

  25. STRUCTURED INTERVIEWS – INCUDING:TARGETED SELECTION OR BEHAVIOURAL INTERVIEWSFEATURES:- • BELIEF THAT PAST BEHAVIOUR PREDICTS FUTURE PERFORMANCE • CRITICAL COMPETENCIES (KEY ABILITIES/SKILLS) • STANDARDISED BEHAVIOURAL QUESTIONS • PRACTICAL RATHER THAN THEORETICAL QUESTIONS

  26. EFFECTIVE INTERVIEWING • KNOW THE JOB • KNOW THE PERSONAL ATTRIBUTES, EXPERIENCES, SKILLS & QUALIFICATIONS REQUIRED • REVIEW THE RESUME OR APPLICATION FORM • SET SPECIFIC OBJECTIVES • CREATE A GOOD INTERVIEW ENVIRONMENT • PLAN THE INTERVIEW, PROCEDURE • BEWARE OF PREJUDICES • DON’T MAKE SNAP DECISIONS

  27. GUIDE TO RECRUITMENT INTERVIEWS STRUCTURE • INTRODUCTIONS • RAPPORT BUILDING • BRIEF CANDIDATE ON HOW YOU WILL HANDLE THE INTERVIEW • GATHERING INFORMATION(NEED ENOUGH TO MAKE THE RIGHTDECISION)

  28. QUESTIONING TECHNIQUES- OPEN ENDED QUESTIONS- CLOSED WHEN NEED SPECIFIC ANSWER- PROBE – ASK TO ELABORATE- NO LEADING/LOADED QUESTIONS- GET CANDIDATE TO GIVE EXAMPLES OF PAST WORK EXPERIENCE- NO DISCRIMINATING QUESTIONS- TAKE NOTES

  29. Behavioural Interview • Based on the premise that the most accurate predictor of future performance is past performance in a similar situation • Situation – describe a challenge you faced similar to the example posed by the interviewer • Action – explain the actions that you took to resolve the situation • Results/Outcome – detail the beneficial and positive outcomes that came from your initiatives

  30. CLOSE OF INTERVIEW • ASK CANDIDATE IF ANY QUESTIONS • ADVISE WHEN SHALL HEAR BACK • CHECK FOR REFERENCES

  31. QUESTIONING STRATEGIES • DECIDE ON THE ORDER OF QUESTIONS IN ADVANCE • PACE THE INTERVIEW AND MAINTAIN CONTROL • START WITH EASIER ?S FIRST • MOVE FROM THE GENERAL TO THE MORE SPECIFIC • COMPLETE ONE SUBJECT AT A TIME • TAKE NOTES

  32. LOC 2 – IMPLEMENT AN EFFECTIVE INDUCTION PROGRAM 2.1 JUSTIFY THE BENEFITS OF AN EFFECTIVE INDUCTION PROGRAM FOR NEW STAFF AND VOLUNTEERS 2.2 DISTINGUISH THE ROLES IN THE INDUCTION PROCESS 2.3 IDENTIFY AND UNDERSTAND THE ESSENTIAL COMPONENTS OF AN INDUCTION PROGRAM 2.4 PLAN AN INDUCTION PROGRAM

  33. INDUCTION THE PROCESS OF WELCOMING AND INTRODUCING NEW EMPLOYEES TO, AND FAMILIARISING THEM WITH, THE ORGANISATION, THEIR DEPARTMENT AND THEIR WORKMATES IN ORDER TO HELP THEM FIT IN SMOOTHLY AND EFFICIENTLY – SHOULD INCLUDE:-

  34. INDUCTION TO THE ORGANISATION • INDUCTION TO THE DEPARTMENT • POLICY AND PROCEDURES • WORKING CONDITIONS • CONDITIONS OF EMPLOYMENT INCLUDING PAY, BENEFIT AND LEAVE ENTITLEMENTS • SAFETY REGULATIONS • STANDARD GRIEVANCE AND DICSCIPLINARY PROCEDURES

  35. BENEFITS OF GOOD INDUCTION PROGRAM • INCREASE COMFORT LEVEL & REDUCE ANXIETY • HELP THE NEW PERSON TO REACH EFFICIENCY ON AN EARLY RANGE OF TASKS • ESTABLISH HIGH MOTIVATION LEVELS AND EXPECTATIONS OF SUCCESS • BUILD TEAM SPIRIT • BUILD CUSTOMER RELATIONSHIPS

  36. 10 TIPS TO SUCCESSFUL JOB ORIENTATION • PREPARE DEPARTMENT FOR NEW ARRIVAL • ASSIGN TRAINERS, ASSESS TRAINING NEEDS • WELCOME NEW EMPLOYEE

  37. ASSIGN CO-WORKER TO NEW EMPLOYEE • MAKE SURE NEW EMPLOYEE GETS TOUR OF FACILITY • ESTABLISH WORKING RELATIONSHIP

  38. EXPLAIN JOB RESPONSIBILITIES • SET A REASONABLE PACE • KEEP NEW EMPLOYEE IN MIND AT ALL TIMES • FOLLOW UP ON PROGRESS

  39. EG. ROSTER FOR 2 WEEK STAFF INDUCTION/JOB ORIENTATION

  40. LOC 3 – MANAGE AND MONITOR STAFF AND VOLUNTEER PERFORMANCE 3.1 Discuss the key areas of staff & volunteer performance where standards must be maintained 3.2 Analyse systems used to monitor staff & volunteer performance 3.3 Devise strategies for monitoring staff & volunteer performance 3.4 Communicate strategies to appropriate managers, supervisors staff & volunteers

  41. MONITORING - DEFINED • The process of overseeing and measuring performance against an agreed criteria

  42. THE LINK BETWEEN MOTIVED STAFF & PERFORMANCE LEVELS • A MOTIVATED WORKFORCE IS ESSENTIAL IF PERFORMANCE STANDARDS ARE TO BE MAINTAINED

  43. TOTAL QUALITY MANAGEMENT (TQM) • THE CULTURE, MIND-SET AND METHODS THAT DRIVE QUALITY IN AN ORGANISATION

  44. Areas where standards need to be maintained • Grooming/presentation • Behaviour • Attitude • Productivity/performance • Service

  45. BENEFITS OF MANAGING PERFORMANCE EFFECTIVELY HIGHER STAFF MOTIVATION BETTER SERVICE FEWER MISTAKES/ACCIDENTS BETTER TEAMWORK LOWER STAFF TURNOVER BETTER BUSINESS DEVELOPMENT

  46. EXAMPLES OF SYSTEMS USED TO MONITOR STAFF PERFORMANCE • EVALUATION OF TRAINING PROGRAMS • FEEDBACK FROM SUPERVISORS/MANAGERS • FEEDBACK FROM STAFF • FEEDBACK FROM CUSTOMERS • RATIO OF STAFF LEVELS TO PRODUCTIVITY • STAFF LEVELS INCLUDING ABSENTEEISM, TURNOVER ETC • FORMAL APPRAISAL AND GRIEVANCE PROCEDURES

  47. MACRO STRATEGIES USED BY COMPANIES/ORGANISATIONS TO ESTABLISH COMMON GOALS/OBJECTIVES • MISSION STATEMENTS • COMPANY VISION/VALUES • ESTABLISHMENT OF KEY RESULT AREAS AND GOALS • BUSINESS PROCESSES & MANAGEMENT PRACTICES • MEASUREMENT OF SUCCESS BY APPROPRIATE INDICATORS

  48. MICRO STRATEGIES FOR MONITORING STAFF PERFORMANCE • ESTABLISH CLEAR, OBJECTIVE, RELEVANT PERFORMANCE STANDARDS • MEASURE PERFORMANCE INCLUDING DECISIONS AS TO WHAT TO MEASURE AND HOW TO MEASURE • IDENTIFY PERFORMANCE GAPS BY COMPARING ACTUAL PERFORMANCE WITH STANDARDS • ANALYSE CAUSES OF INAPPROPRIATE BEHAVOUR/INEFFECTIVE PERFORMANCE

  49. KEY RESULT AREAS - DEFINED • The main areas of responsibility and accountability of a job

  50. THE MONITORING PROCESS SHOULD PROVIDE:- (1) • REGULAR MONITORING AGAINST OBJECTIVES • EARLY WARNING SIGNALS OF PROBLEMS AS THEY ARISE BY:-- CLARIFYING GOALS AND OBJECTIVES WITH ALL PARTIES- MANAGING CONFLICT

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