Human Resource Management in Hospitality PDF

Human Resource Management in Hospitality Dr. Omar A. Alananzeh  CHAPTER ONE Overview of Human Resources Management Introduction to Human Resources in the Hospitality Industry  Overview of Hospitality Industry 1. Provide a brief overview of...

Human Resource Management in Hospitality Dr. Omar A. Alananzeh  CHAPTER ONE Overview of Human Resources Management Introduction to Human Resources in the Hospitality Industry  Overview of Hospitality Industry 1. Provide a brief overview of the hospitality and tourism industries, and emphasize the importance of effective human resources management to all organizations within them. The hospitality industry is one part of the larger travel and tourism industry that, in addition to hospitality, consists of transportation services organizations and retail businesses. The for - profit and not - for - profit operations in the hospitality segment share a common goal: to provide lodging and/or accommodations including food services for people when they are away from their homes. Many people think of hotels and restaurants when they think of the hospitality industry, but it comprises numerous types of organizations. Figure 1.1 identifies three segments of the travel and tourism industry. As you review Figure 1.1 , note that the travel and tourism industry can be divided into three segments: transportation services, hospitality, and destination businesses. This text concerns one segment: hospitality. Lodging organizations within the hospitality segment include hotels, conference centers, destination resorts, camp and park ground facilities, and inns. Hospitality Industry: The range of for-profit and not-for-profit organizations that provide lodging and/or accommodations including food services for people when they are away from their homes. The foodservices segment can be divided into two general components. For - profit operations include hotels, restaurants, caterers, and retail operations such as grocery stores and service stations that provide prepackaged sandwiches, beverages, snacks, and other items. The other component, not- for - profit operations, includes food services offered by educational facilities, healthcare institutions, the military, business/industry organizations, religious and charitable groups, correctional facilities, and transportation companies. These not - for - profit organizations may operate their own food services or, alternatively, may contract with a foodservice management company to do so. Other hospitality segments include organizations such as private clubs, sports and recreational foodservice operations, cruise ships, casinos, vending businesses, and amusement and theme parks. Organizations in the hospitality industry tend to be labor - intensive. Technology cannot provide the level of service that is integral to the expectations of many consumers. Even the phrase, hospitality , refers to the friendly treatment of one ’ s guests, and this human touch must be provided by the organization ’ s staff members. Labor-intensive: The situation in which people rather than technology and equipment are used to provide products and services for an organization’s consumers.  Segments(P. 4-6) Travel and tourism industry Transportati Hospitality Destination on services industry businesses Retail activities businesse s Other Lodging Foodservice hospitality segments segment)1)* segments Hospitality and tourism organizations require employees; the greater their level of revenue and the more consumers they serve, the more staff members these operations require. Success requires a full complement of staff members from owners/managers to entry - level employees who consistently attain required quality and quantity standards. In this industry, the emphasis must be on human resources , and leaders must practice human resources management principles and practices. Revenue: The amount of money generated from the sale of products and services to consumers of the hospitality operation. Human resources (HR): The persons employed by a hospitality or tourism organization. Human resources management (HRM): Processes used by a hospitality or tourism organization to enhance its performance by effectively using all of its staff members. Job descriptions: A list of tasks that a person working within a specific position must perform. The Role of Human Resources Is Broader Than Just Filling Positions Effective human relations procedures must be used to recruit and select staff members. However, human resources responsibilities extend beyond this and further than other stereotypical duties such as planning staff parties, approving employee vacations, and collecting paperwork when new employees are hired. Numerous laws relating to hiring and employment practices must be understood and implemented in every hospitality and tourism organization. The extent of compliance has a significant impact on how affected managers make personnel-related decisions and on whether significant time and financial resources must be committed to issues that could have been avoided if labor laws were followed. The management of human resources is of strategic importance to the organization. Goals cannot be attained without the best people in the appropriate position who consistently attain standards needed to deliver products and services of the correct quality. At the same time, those with human resources responsibilities must represent and advocate for the employees. When the corporate culture encourages them to do so, employees working at all organizational levels can provide ideas and creative energies to give the organization a competitive advantage. Those with human resources responsibilities are at the forefront of helping to develop, implement, communicate, interpret, and enforce the policies and procedures that help ensure that the organization’s most important resources (employees) are empowered to help the organization achieve its goals. Managers with human resources responsibilities also realize that labor costs must be controlled. They must help ensure that the labor-related expenses incurred are actually value-added dollars that are worth more to the hospitality organization than what is spent on the labor. Corporate culture: Shared beliefs, experiences, and norms that influence how things are done within an organization Value-added: The concept that the benefits of money spent on something are worth more to an organization than the amount of money that is spent on its purchase. THE BIGGEST CHALLENGE IS HUMAN RESOURCES! Labor shortages are an ongoing challenge, and much of a manager’s time is often spent in recruiting and training new employees and in correcting defects caused by employees who don’t care before they resign and by newly hired personnel who are concerned, but who have not completed training in proper work procedures. Reasons for labor shortages vary by location but typically include an inadequate number of persons desiring to work in the industry, perceived low compensation, and, unfortunately, very high employee turnover rates.  Managers can use three basic strategies to address labor shortages, and each has human resources implications: -Keep the people currently employed; reduce the turnover rate. Selecting the right people and using tactics to retain staff members are examples of ways to accomplish this goal. - Increase productivity. When increased output that meets required standards is generated with the same or reduced number of labor hours, little personnel will be needed. Again, selecting the right persons is helpful, as is providing well-thought-out orientation, training, and professional development programs for interested staff members. - Recruit from nontraditional labor markets. Many hospitality and tourism managers enjoy great success when they employ “empty nesters” (parents of grown children), older workers seeking part- time employment to complement retirement income, and other persons with physical and mental challenges who can become proficient at performing many necessary tasks.  Human Resources Activities 3. Present an overview of human resources activities, and explain external and internal influences that affect them. Large hospitality and tourism organizations typically have human resources departments with staff specialists whose primary responsibilities focus on human resources concerns. Managers in small organizations function as generalists, and they assume human resources concerns in addition to numerous others as part of their job. Most organizations in the hospitality industry are small. Therefore, managers in these operations will be responsible for making staff - related decisions without the benefit of the specialized assistance that their counterparts in larger organizations receive. Figure 1.3 reviews basic human resources activities and indicates the external and internal influences on these activities.  EXTERNAL INFLUENCES Figure 1.3 indicates that human resources activities are impacted by external influences. These include: Legislation. The impact of federal, state, and other laws on the hiring process and their influence on management decisions affecting personnel cannot be overstated. Consumer preferences. What consumers desire must be identified and supplied by hospitality and tourism organizations. What are business/operating volumes? What products and services must be produced, and when are they needed? The answers to these and related questions drive employee recruiting and selecting, training and development, and compensation and appraisal activities. Demographics. The characteristics of the local labor market and the guests are of obvious concern. Income levels in a community affect wage and salary rates, and they also impact the ability and interest of consumers to purchase the organization ’ s products and services. Young persons are the foundation of employees in many organizations; are they available? Global issues. Many hospitality and tourism organizations exist to serve travelers. Business volumes impact human resources activities, and these are affected by international and national events that encourage (e.g., sporting events and special commemorations) and discourage (e.g., violence and disease threats) travel. Economy. The financial well - being of world markets and the country, state, and community in which the hospitality organization operates impact business volumes and, therefore, the need for human resources. Employee unions. Staff members may belong to an employee union that represents their interests in numerous aspects of the human resources activities noted in Figure 1.3.  INTERNAL INFLUENCES Figure 1.3 also suggests that there are internal organizational influences on human resources activities: Policies. A policy can greatly influence how an organization feels about staff members. In the absence of laws that regulate specific actions, employers have significant discretion in establishing protocols that may affect the attitudes of staff members toward the organization. Work Procedures. Work procedures that are designed with (or without) input from applicable personnel, the extent to which equipment is used to ease physical work tasks and the amount of employee empowerment , if any, impact how work is done and, in turn, required human resources activities. Corporate culture. The perceived worth of employees to the organization is an integral part of its culture. It drives the philosophies and attitudes about employees and their roles in the organization, and human resources activities. Long- and short- term plans. Longer - term plans such as expansion or downsizing and shorter - term plans such as rolling out a new program or service impactemployees and affect recruiting, selecting, and training activities. Management judgment and experience. Managers and human resources specialists (in large organizations) bring their own judgment and experience to the decision - making process. This input affects the policies, procedures, and plans already discussed and influences other decisions about human resources issues. Work procedure: A course of action or steps to be used to accomplish an objective; usually developed to describe how a work task should be accomplished. Empowerment: The act of authorizing employees to make discretionary decisions within their areas of responsibility. Downsizing: Activities implemented to eliminate jobs in order to generate greater efficiencies and cost savings. Diversity: The broad range of human characteristics and dimensions that impact the employees’ values, opportunities, and perceptions of themselves and others at work.  CHAPTER THREE Human Resources Management: Policies and Procedures HR Policy and Procedures Activities 1. Recognize and describe the difference between the HR policies and HR procedures utilized by employers. POLICY AND PROCEDURE DEVELOPMENT The responsibilities for HR management issues may lie with unit- level managers (in smaller properties) or full - time specialists (in larger hospitality organizations). Assume you have taken a position in which you are ultimately responsible for the HR management issues related to the operation of a newly constructed 45,000 - square - foot water park with an attached 400 - room hotel and supporting foodservice operations. The facility will ultimately employ more than 300 full - and part - time staff members. Assume also that the facility has yet to open. In such a situation, you will soon be required to make decisions about many employee - related issues and policies. The policies you design must address many topics. Just a few examples include: 1. Employee selection criteria 2. The accumulation and use of employees ’ vacation time 3. Dress and uniform codes 4. Attendance and tardiness 5. Performance evaluation 6. Termination The actual procedures you will use to operate your own department must also be developed. These procedures would likely address a variety of issues related to the policies you developed, such as: 1. Who is responsible for selecting employees? 2. How is employee vacation time accrued and recorded? 3. What are the penalties for dress code violations? 4. Who will record employee absences and tardiness? 5. How frequently will employee performance reviews be undertaken? Who will do them? 6. What written documentation will be required in cases of employee termination? Note that there is an important relationship between what your business will do (its HR policies ) and exactly how you will do it (its HR procedures ). HR policy(ies): A course of action selected from alternatives and designed to guide future decision making. HR procedures: The methods or steps used to effectively develop and apply HR policies.  AREAS OF POLICY AND PROCEDURE DEVELOPMENT Despite differences in size and need, all hospitality organizations undertake HR - related activities that can be readily identified. There are a variety of ways to classify these activities and the policy and procedure making related to them. Figure 3.2 lists one way to categorize the areas of policy and procedure responsibility commonly assigned to the HR function. It categorizes the areas of HR policy and procedure development as related to: -Staffing the organization -Developing staff -Motivating staff -Maintaining staff Staffing the Organization The recruitment and selection of employees is probably the area that most hospitality managers think of first when they consider the work of the HR department or the HR manager. Prior to recruiting and selecting employees, however, the HR manager must carefully assess the operation ’ s needs. Before employees can be recruited, their skill requirements must be established. Additionally, it is important to recall that the specific requirements of current labor law mandate that managers thoroughly understand the specific skills required for the jobs they advertise. Identifying and documenting those specific skill sets effectively helps limit the potential legal liability that could be incurred if particular groups of employees are ultimately excluded from the search process. Excluding potential employees on the basis of identified and legitimately required job skills is legal, whereas excluding potential candidates for non - job - related reasons is typically illegal. After the most critical characteristics related to a job ’ s successful candidates have been carefully identified ,the two most important staffing - related tasks facing the HR manager are: 1- Ensuring an adequate pool of qualified applicants to maximize the operation ’ s chances to hire an outstanding candidate 2- Providing enough job information to discourage unqualified job applicants to help prevent the organization from wasting time and resources in the interviewing process The policies and procedures related to employee recruitment and selection are among some of the most important to any organization. After an adequate number of qualified candidates has been identified, it is the HR manager ’ s job to refer those candidates to the individual who will make the hiring decision (typically in large organizations) or to make the actual selection (in most small organizations). In both situations, candidate testing and/or other assessment steps may precede the actual job offer. Identifying qualified candidates and offering positions to them is only a part of the professional HR manager ’ s job because, in a tight labor market, qualified and talented applicants are very likely to be sought by a variety of organizations. Therefore, the HR manager must also encourage the desired candidate to ultimately accept the position. To do this, the HR manager will typically provide the candidate with a good deal of job - related and organization - related information. Topics such as organizational culture, growth plans, and performance expectations are all notable areas that could influence an individual ’ s acceptance decision, and these should be fully discussed with the candidate. Information related to these subjects should be accurate and help the candidate make an appropriate career decision that is best for the candidate and the hospitality organization. Developing Staff After new employees are selected, orienting these new employees to the organization becomes an important HR function. Even experienced employees who need little or virtually no skill training will still need to learn much about their new employer. In some cases, employees may be qualified for the job they have secured but will require facility - specific skill training. For example, even housekeepers with many years of experience cleaning rooms will likely still need to be shown “ how we do it here ” when they begin work with a new employer. As an employee ’ s career within an organization progresses, that employee may need to acquire new skills. In many cases, changes in the employee ’ s work unit or in the goals and needs of the organization may dictate that additional training is needed. It is also important to remember that many employees hope to advance within their employing organization. This may take the form of providing employees with advanced skills training related to their present jobs, training in jobs they may hold in the future, or cross – training employees in new skills to prepare them for different jobs. The best of HR managers, whether serving the dual role of unit manager or heading a large HR department, know that planning for the future staffing needs of their organization is an ongoing process. Motivating Staff The task of motivating employees to do their best is one of the most studied, talked about, and debated of all HR - related topics. The question of how to motivate employees to do their best. However, one helpful way to consider the role of HR managers in policy and procedure development related to employee motivation is to consider two factors that are commonly agreed to affect worker motivation. These are an employee ’ s: - Ability to do a job - Willingness to do a job. The ability of an employee to effectively do the job is affected by the employee ’ s skill level, the availability of effective training, and the worker ’ s access to the tools or information needed to properly complete assigned tasks. Maintaining Staff Even the best of work teams require regular maintenance and care. Policies and procedures related to the maintenance of employees include those that help encourage quality workers to stay with the organization. Major areas of concern include worker health and safety, as well as the development and implementation of Employee Assistance Programs (EAPs). Additional areas of staff maintenance concern relate to communication efforts designed to keep employees informed about the work - related issues that are important to them. Other policies may identify opportunities for employees to have their voices heard by management. Staff meetings, bulletin boards, newsletters, and suggestion boxes are common examples of devices employers routinely use to encourage information exchange. Applying Advanced Technology to HR Policies and Procedures INFORMATION DISSEMINATION For the managers involved in this policy and procedure development process, one major hurdle they must overcome relates to informing the proper individuals about the new policy and any new procedures associated with it. In the recent past, the managers would have had limited options for disseminating the new information and, just as important, their options for documenting that dissemination would have been limited as well. As a result, changes in policies and procedures were typically accompanied by a hard copy document detailing the new policy and procedures. This hard copy would typically be distributed, signed by employees, and then a copy of the document with the confirming signature would be placed in the employee ’ s personal file. In other cases, the information might be added to an existing employee handbook (or employee manual ), which, after management had updated all of the affected sections, would be redistributed to employees. It is important for managers to understand that the courts will generally allow employers wide latitude to enforce a variety of job - related policies and procedures. In most cases, however, those employers must first conclusively show that their employees were, in fact, informed about the policies and procedures. Therefore, documenting an employee ’ s actual receipt of important policy and procedure information is imperative. Increasingly, because of advances in communications technology, the options available for information dissemination are much greater. HR managers can select from a wide variety of communication devices and approaches both for the initial dissemination of important policies and procedures information and for their later modification, additions, and deletions.  INFORMATION STORAGE In addition to expanding the number of information dissemination options available to managers, advances in technology have increased the number of available information storage options. Many HR managers actually find that information storage is one of their greatest challenges. To understand why this is so, consider the following areas for which data storage is of significant concern: Employment applications Résumés Performance evaluations Disciplinary records Medical files Insurance- related records and correspondence Training records and documentation Certificates, transcripts, diplomas Military records Governmental entity inquiry records Lawsuit- related information Other employee or employment- related correspondence Hospitality managers who are responsible for designing effective recordkeeping systems also face a conflicting challenge. Stored records must be easily available for viewing, but they also must be kept secure and inaccessible to viewers who would compromise the confidentiality of the records  CHAPTER FOUR Employee Recruitment and Selection 1. Identify the factors that HR managers must consider prior to planning and initiating their organization ’ s employee recruitment efforts. In the hospitality industry, successful managers focus on two very different, but related tasks. These are: 1. Securing and keeping an adequate customer base 2. Securing and keeping an adequate number of qualified employees to serve the customer base Recruiting: The process of identifying candidates for current or future position vacancies. Selection: The process of choosing an individual for a current or future position vacancy.  Factors Affecting Recruiting Efforts 1- Legal constraints. local, state, and federal laws significantly affect a hospitality manager ’ s efforts in recruiting employees. An employer can no longer seek out preferred individuals based on non - job -related factors such as age, gender, or physical attractiveness. Those that do so may be confronted with significant legal problems. For example, in the hospitality industry, it is simply inappropriate to view positions as being best suited for males or females. Historically, the hospitality and tourism industries have provided tremendous opportunities for employees of all backgrounds, and they will continue to do so, not only because it is the legal thing to do, but because it is the right thing to do. 2- Economic constraints. Economic constraints affect both the organization that is recruiting employees and the employees themselves. In many cases, the wages and salaries that can be paid to workers and managers are directly determined by the profitability of the operation for which they will work. If, for example, the operation must maintain a targeted, predetermined labor budget, or achieve its labor cost percentage goal, it will likely be restricted in the amount of money it can offer new employees. All organizations face such economic restraints, and thus this challenge is simply one more that can be addressed and overcome by professional hospitality managers. Just as employers face economic constraints, employees may be attracted to or deterred from applying for a position because of the money they can earn. It is clearly in the best interests of both the employer and employee for each to understand the realistic range of compensation available for vacant positions before these positions are advertised and applied for. It is also very important to understand that rate of pay is only one of several critical factors that good employees consider before applying for and accepting a new job. 3- Industry constraints. Some individuals truly do not understand the hospitality industry well. As a result, they view it as one in which opportunities for personal advancement are few, and the remuneration offered for working is low. In fact, the hospitality industry offers significant personal and financial rewards for workers with a variety of backgrounds, from those with limited formal education to those with advanced professional degrees. It is unlikely that any single HR manager will change industry perceptions, but it is important to understand that recruitment efforts should, when necessary, directly address potential candidate biases. One of the best ways to directly address the constraints on recruiting imposed by the hospitality and tourism industry is to focus on its varied and positive characteristics. These include:  Stability of employment  Variety of work  Ability to utilize personal creativity  Team environment  Rewards of serving others  Pleasant work atmosphere Each job for which an HR manager advertises will have its own positive features. In addition, specific industry segments will have their own unique and positive attributes. Experienced managers directly address industry - related constraints when publicizing their jobs by clearly stating the attractive features of the jobs they are offering. The goal is not to promise falsely, but rather to better educate those who do not fully understand the advantages of a career in the hospitality and tourism industries. 4- Organizational constraints. Just as some applicants will have a general reaction to jobs advertised within the hospitality industry, others may react to the specific organization for which the job is advertised. For example, foodservice managers operating school foodservice units may find that their jobs are perceived very positively because of an assessment by applicants that these jobs will have traditional hours, may come with above - average benefits, and allow the worker to be off - work in the summer. Alternatively, managers operating high – energy nightclubs in larger cities will likely find that their best potential applicants are drawn to the excitement of their operations, although most of their jobs will require them to work during nontraditional (extremely late - night) hours. Just as HR managers must highlight the positive features of their industry, an individual organization must truthfully point out the specific employment advantages it offers. When an organization is perceived in its community as being a good place to work, the pool of qualified applicants who will want to work there increases. It is important that potential employees believe this perception to be true, and that current employees confirm it. 5- Position constraints. In the hospitality industry, some jobs are perceived as glamorous, while others are not. If the position a manager seeks to fill is unattractive to most workers, recruiting a large and qualified pool of applicants will likely be challenging. In recent years, more hospitality managers have been complaining about the difficulty of finding suitably qualified individuals for manual labor positions such as dishwashers, janitors, landscaping and grounds care, room attendants, and others. In job markets where the unemployment rate is low, and where a wide range of opportunity creates competition, a worker shortage may exist. In cases such as these, qualified applicants may be difficult to find, so managers must work diligently and creatively to locate potential applicants who can bring great value to their organizations. The unemployment rate is defined as the number of persons in a community or other designated area expressed as a percentage of the defined area ’ s entire labor force.  The Search for Qualified Employees 2. Differentiate between the actions HR managers take when electing to conduct internal, external, or outsourced searches for qualified employees. Although a variety of methods could be used to examine the employee search process, one way to categorize it is based on the approach utilized by the organization conducting the search. Using this method, an employee search may be categorized as being one of the following: Internal search External search Outsourced search INTERNAL SEARCH An internal search is undertaken when a manager or organization believes that the best candidates for upper - level positions will be found among those employees who are currently employed by the organization. Applied properly, a promote- from- within approach can be very effective. Current employees may be informed about pending job openings in conversations with their supervisors or through the public posting of the information on employee bulletin boards, Web sites, or newsletters. The advantages associated with utilizing internal searches when seeking to fill positions are many, and include the facts that internal searches: Build employee morale. Can be initiated very quickly. Improve the probability of making a good selection because much is already known about the individual who will be selected. Are less costly than initiating external or outsourced searches. Result in reduced training time and less training costs because the individual selected need not be trained in organizational topics with which he or she is already familiar. Encourage talented individuals to stay with the organization. Despite the many advantages of internal searches, managers utilizing them to fill their position vacancies have also reported distinct disadvantages. These include: Inbreeding and a lack of new ideas can occur when an organization relies only on its own current workers to fill advanced positions. Resentment among employees can occur when one worker is chosen for advancement while others are not. Increased recruitment and training efforts result when a position is filled internally because the position vacated by the promoted employee must also be filled with a new staff member (who must also be trained).  Factors Affecting Selection Efforts 3. List and explain the importance of applications, interviews, testing, background checks, and references — the five major activities that HR managers undertake when screening employees for possible selection. After HR managers have assembled a pool of qualified candidates, they must select the applicant they wish to hire. When choosing potential applicants for employment, hospitality managers generally will utilize some or all of the five major selection activities. These are: 1. Applications 2. Interviews 3. Pre- employment testing 4. Background checks 5. References INTERVIEWS From the employment applications (or résumés) submitted, some candidates would be selected for the interview process. In some situations, this process may entail more than one meeting. Thus, some companies may conduct a first interview with many candidates and then, based on the results of those interviews, select only those candidates in whom they have the most interest for second or even third rounds of interviews. It is important for HR managers to understand that the types of questions that can be asked in the interview are highly restricted. This is because job interviews, if improperly performed, can subject managers to significant legal liability. If a candidate is not hired based on his or her answer to, or refusal to answer, an inappropriate question, that candidate may have the right to file a lawsuit. As a manager, you must be very careful in your selection of questions to ask in an interview. In all cases, it is important to remember that the job dictates what is an allowable question. Questions to be asked of applicants should be written down in advance and carefully followed. In addition, supervisors, coworkers, and others who may participate in the interview process should be trained to avoid questions that could increase the liability of the operation. Generally, age is considered to be irrelevant in most hiring decisions. It is permissible to ask applicants to state their ages if they are younger than 18 years old , because they are only permitted to work a limited number of hours each week. It may also be important when hiring bartenders, and other servers of alcohol, that these individuals ’ ages are at or above a state ’ s minimum age for serving alcohol. Race, religion, and national origin questions are always inappropriate If a job does not require a particular level of education, it may even be considered improper to ask questions about an applicant ’ s educational background. Applicants can be asked about their education and credentials if these are bona fide occupational qualifications. For example, it is allowable to ask a candidate for a hotel controller ’ s position if he or she has a degree in accounting and which school granted that degree. Asking a potential table busser for the same information would be inappropriate. It is permissible to ask applicants if they use illegal drugs or smoke, because either of these traits can be legally used to disqualify applicants. It is also allowable to ask candidates if they are willing to submit to a voluntary drug test as a condition of employment. Safe questions can be asked about a candidate ’ s present employment, former employment, and job references. In most cases, questions asked on both the application and in the interview should focus on the applicant ’ s job skills and nothing else. It is not possible to list all of the allowable and unallowable questions that may be asked in an interview setting, but Figure 4.3 contains some detailed guidelines for asking appropriate interview questions. REFERENCES In the past, employment references were a very popular tool for managers to use in the screening process. In today ’ s litigious society, however, they are much more difficult to obtain. While many organizations still seek information from past employers about an employee ’ s previous work performance, few sophisticated companies will divulge such information. In most cases, previous employers are willing only (if at all) to reveal a previous employee ’ s start date and separation date. It is important to note that some employers have been held liable for inaccurate comments that have been made about past employees. The benefits to a past employer for being truthful about previous employees is widely thought to be heavily outweighed by the potential liability associated with such honesty. It is important for HR managers to understand that it is now very easy for job seekers to employ the services of companies that specialize in providing their clients (the job seeker) with a confidential, comprehensive verification of the employment references given by the job seeker ’ s former employers. Because that is true, employers are becoming ever - more cautious about supplying information on employees who have left their organization. The end result is that personal references have become a much greater recruiting tool than references from past employers. If references from past employers are to be sought, to help minimize the risk of litigation related to the reference checks, it is best to secure the applicant ’ s permission in writing before contacting an ex - employer. As an employer, you and your own organization must be extremely cautious in both giving and receiving reference information. Employers are usually protected if they give a truthful reference, but that does not mean you will be free from the time and expense of defending a defamation case brought by an ex - employee. Defamation: False statements that cause someone to be held in contempt, lowered in the estimation of the community, or to lose employment status or earnings, or otherwise suffer a damaged reputation.  CHAPTER FIVE First Impressions and an Ethical Foundation  The New Employee Adaptation Process Managers have an important responsibility to help their new employees learn about and become comfortable working in the hospitality operation. Whether it is planned or just happens, all newly employed staff go through an adaptation process as they learn about the values of the organization and what it ’ s like to work for it. Effective managers realize that their efforts to meet employee needs, and to reduce turnover rates, begin the moment employees are selected. They understand that new staff members are anxious and, perhaps, even stressed because they do not understand specific job expectations nor how their performance will be judged. They are uncertain about relationships with supervisors and peers, about whether there will be unexpected work tasks, and if there will be unanticipated physical and/or mental challenges. Managers should address these concerns in their earliest interactions with new staff members EMPLOYEE ADAPTATION CONCERNS For employees to work effectively, they must know what to do, and they must perform job tasks properly. These concerns should be addressed in training programs that begin after orientation concludes. However, new staff members will see, hear, and experience things as they begin work that set the context for more formal experiences that will follow. Contrast, for example, two greetings that might accompany the introduction of a new employee to an experienced peer: “ So glad you ’ re here; welcome to the team, ” and “ Hey, we really need help; hope you stay here longer than the last guy. ” While a manager cannot write the script for what an experienced employee will say to a new employee, the manager ’ s history of actions that impact the work environment will be easily and quickly seen as the new staff member begins work. The cleanliness of work stations, conversations of employees between themselves and with guests, and behaviors of employees that represent their work attitudes will be observed by and will influence the attitudes and behaviors of new staff members. New employees want to be accepted by their peers and to quickly become contributing members of their work team. While the socialization process takes time, it begins as workers are initially put at ease and as they are involved in hospitable interactions with their peers. These are additional examples of how an organization ’ s culture and the environment influenced by the manager will impact what and how early interactions occur. Managers know that employees want to fit in with their peers and become effective team members rather than advocates of the “ them versus me ” culture that exists in some operations. Managers have a pervasive influence over the attitudes and actions of staff members. The precedence they have set with their employers and their ongoing interactions will impact staff members ’ interactions with new employees. Experienced hospitality managers know that new staff members adjust to the new employment situations in similar ways. STEPS IN THE ADAPTATION PROCESS Figure 5.1 provides an overview of the new employee adaptation process: Step 1: When new employees are selected, they have basic perceptions and attitudes about the work and the organization. These are probably based on factors including (a) information learned during the employment interview; (b) advertising messages (if, for example, the new employee has experienced the company ’ s advertising messages); (c) previous experience, if any, as a guest in the operation; and (d) feedback about the property from others in the community, including present or past employees. Step 2: Early on - job experiences including orientation and training may reinforce initial perceptions (Step 1), or they may prove them to be less than accurate. Some apprehension is typical, however, if there is a significant difference between what new employees perceived (Step 1) and what they actually experience (Step 2). New staff members must either make significant changes in perceptions and expectations or, perhaps more frequently, new employees are likely to become discontented and become additional turnover statistics. This is especially so when the new employee desires to work for an organization in a position that meets initial expectations (Step 1), and/or when the staff member has other employment opportunities, which often occurs when there are high unemployment rates. Step 3: Employees who begin to recognize and accept the culture of the organization and who want to become cooperating members of work teams will likely be accepted by their peers. They then want to become contributing members of the organization. Step 4: At this point, perhaps the most difficult challenge has been accomplished. The new staff member has a positive attitude about the organization and is willing to learn about and contribute to it. The initial orientation and training activities enable new employees to perform work meeting quality and quantity standards. Successful performance reinforces the employees ’ attitude about the organization, and they begin to experience and relate to cultural norms encouraging retention rather than turnover GOALS OF ORIENTATION PROGRAMS Goals of orientation include:  Provides an overview of the organization. Many newly employed staff members want to know about their employer ’ s history, size (e.g., number of locations and staff members), and the products and services it provides. They should learn about the results their new organization is attempting to achieve. Trainees may want to know how their organization adds value for its guests, to themselves, and to the organization ’ s owners. Hopefully, a mission statement explains what the organization wants to accomplish and how it intends to do so. The mission statement should also serve as a guide for decision making and be used every day (and not just as an introductory page in an employee handbook or for a slogan on the managers ’ business cards).  Indicates the new staff member ’ s role. If you were a new staff member, would you like to see an organizational chart showing all positions including yours and the reporting relationships between them? Would you like to learn where you fit in and about promotion tracks if you perform well? You probably would, and new staff members do as well.  Explains policies, rules, and other information. Staff want to know general guidelines, including days and hours of work, uniform requirements, break times, auto parking, and other similar information to help them feel more comfortable.  Outlines specific expectations. Topics including responsibilities of the employer to the staff and of the staff to the employer should be addressed. Provides details about employee benefits. Staff members want information about nonsalary/nonwage compensation and the requirements to receive these benefits.  Motivates new staff members. The enthusiasm and excitement exhibited by those providing orientation experiences are important. Orientation helps establish a solid foundation for the relationship between the organization, its managers and supervisors, and the new staff members.  Human Resources and Ethical Concerns Discuss the role of ethics in the management of human resources?  Top - level managers are offered (and accept) significant salary increases, while wages for hourly staff are kept minimal because of the organization ’ s financial difficulties.  Organizations increase employee benefits, but eliminate many full - time staff, and begin to utilize more part - time workers who do not qualify for the benefits. Can these issues be addressed ethically, and can (or should) the social responsibilities inherent in the situations be considered? Perhaps so — but perhaps not — and the answer depends on the individuals confronted by the situation. The availability of a code of ethics can guide them but, unfortunately, ethical codes are disregarded in many cases. Some writers have offered ethical principles for hospitality managers that should be followed when decisions are made. These include: Honesty. Don ’ t mislead or deceive others. Integrity. Do what is right. Trustworthiness. Supply correct information, and correct any information that is not factual. Loyalty. Avoid conflicts of interest, and don ’ t disclose confidential information. Fairness. Treat individuals equally; be tolerant of diversity. Concern and respect. Be considerate of those impacted by decision making. Commitment to excellence. Do the best you can do. Leadership. Lead by example. Reputation and morale. Work to enhance the company ’ s reputation and the morale of employees. Accountability. Accept responsibility for decisions that are made.  ‫الجزء الخامس‬ CHAPTER SIX Planning Training Programs WHAT IS TRAINING? Training is a process that provides new and currently employed staff with the short - and longer - term knowledge and skills required to perform successfully on the job. Hospitality managers are busy, and numerous responsibilities and tasks demand their ongoing attention. Those responsible for training are confronted with a dilemma: should nice - to - know or, alternatively, only need - to – know information and skills be emphasized? This question is best addressed by remembering that effective training is performance - based. It should be planned and delivered systematically to help trainees become more competent in the tasks that are essential for on - job performance. Then the success of training can be demonstrated by considering the extent to which knowledge and skills improve as a result of the training. Training must also be cost effective: the improved performance gained as a result of training must be greater than the costs of training. Typically, performance - based training is best delivered at the job site in one - on - one interactions between the trainer and trainee. Conceptually, this is much better than group training. Why? The trainer can focus on what the individual must learn, feedback can be immediate, and training can be delivered at the best pace for the individual trainee.  BENEFITS OF TRAINING Numerous benefits to effective training include: Improved performance. Trainees learn knowledge and skills to perform required tasks more effectively, and their on - job performance can be improved. They become value - added employees who can consistently achieve desired results. Reduced operating costs. Improved job performance helps reduce errors and rework, and associated costs can be reduced. Persons performing the job correctly will be more productive, fewer staff and/or labor hours will become necessary, and this, in turn, can help reduce labor costs. More satisfied guests. Training can yield staff members who are more service - oriented and who will know what their guests desire and require. Reduced work stress. Persons who can correctly perform the activities that are part of their positions will likely feel better about doing the job. Stress created by interactions with supervisors who are upset about improper work outputs, with peers who must take the time to do rework created by the employee ’ s errors, and/or with frustrated guests about service and/or quality defects will be reduced.  Increased job advancement opportunities. Who is most likely to be promoted to a more responsible and higher - paying position: a competent or an incompetent employee? Training can assist staff in attaining their promotion goals. Improved staff relationships. Persons who can do their jobs are more likely to work in a team effort, and all will do their fair share of required work in the correct way. Staff members who are trained to perform tasks beyond the scope of their normal position can also help peers in other positions. More professional staff. Professionals want to do their job as best they can, and this is only possible with appropriate training. Fewer operating problems. Busy managers can focus on priority concerns, and they will not need to address routine operating problems caused by inappropriate training. Lower turnover rates. Labor shortages confront most hospitality operators. Fewer new staff members become necessary as turnover rates decrease. Those who are properly trained and rewarded for successful performance are less likely to leave, and managers have less need to recruit new employees in increasingly tight labor markets. Increased morale. Training can help staff members feel good about themselves and their employers. These positive attitudes can have a significant influence on one ’ s overall perceptions of the workplace.  Higher levels of work quality. Effective training identifies quality standards that help define acceptable product and service outputs. Trained staff members are more interested in operating equipment correctly, in preparing the right products, and in properly interacting with guests. Easier to recruit new staff. Satisfied staff tell their family and friends about their positive work experiences, and their contacts may become candidates for position vacancies that arise. Hospitality operations that emphasize training can evolve into employers of choice that provide first choice rather than last choice employment opportunities. Increased profits. It makes sense that, if guests are more satisfied and revenues increase and, if labor and other operating costs are reduced, there is a significant potential for increased profits. In the long run, training must be value - added. In other words, it must be worth more than it costs. This can be measured by the difference between the increased profits and the added training costs. OBSTACLES TO TRAINING Despite the stated benefits, training does not always receive the proper priority in many hospitality operations. Numerous obstacles to effective training can include: Insufficient time for managers, supervisors, and/or trainers to plan for and deliver the training Too much time for trainees to be away from their positions to participate in the training Lack of financial resources to compensate for the trainer’ s and trainees ’ time and to acquire necessary training resources Insufficient trainers ’ knowledge and skills. Persons must be taught how to train, just as they must be taught to perform any other unfamiliar task. Formal train - the - trainer programs are not provided by many hospitality organizations. Lack of quality resources available for training. No manager or supervisor has the time, knowledge, and ability to develop training videos and/or to prepare extensive or sophisticated training resources or training evaluation tools. If these materials can ’ t be developed in - house, are they available off- the- shelf? Resources addressing generic topics such as supervision tactics, sanitation, and safety can be purchased. However, excellent trainers are creative, and they would never elect to not train because supplemental resources were unavailable. The alternative is to take time to develop several basic training tools,  Scheduling conflicts. When can front desk agents meet to learn a new way to perform a task? When can dining room servers be brought together for a group training session on guest service? Turnover. In many hospitality operations, some staff members leave within a few months (or less) of initial employment. Managers may think, “ Why train employees if they don ’ t remain on the job long enough to use what they have learned? ” In fact, as noted previously, effective training can reduce turnover rates, and property managers who do not train are likely contributing to their unacceptably high turnover rate. Insufficient lead time between one ’ s hire date and the time when he or she must be on the job. Hopefully, a warm - body syndrome is never used as a recruitment and/or selection tactic. Instead, staff are trained for expanded position duties, and recruitment tactics begin for new employees before an incumbent leaves and a position vacancy has occurred. Difficulty in maintaining training consistency. When individual trainers plan and deliver training activities based on what they think staff must know, the what and how of training will likely be inconsistent. Then those who train may begin to think that “ We tried to train, and it hasn ’ t worked very well. There must be a better problem resolution alternative than training. What else can we do?” Trainer apathy. There should be reasons for trainers to want to train. Benefits for successful training duties can include special privileges, compensation increases, advancement consideration, educational opportunities, and/or recognition. By contrast, when trainers must assume these duties in addition to other tasks, if they do not receive train - the - trainer training and/or if there is no (or little) support for training, why should trainers want to do so? State characteristics that are important for an effective trainer. Have the desire to train. Good trainers want to train. There are several reasons why a trainer might desire to do so, including an interest in helping others, internal recognition for a job well done, and the knowledge that effective trainers are frequently promoted to higher - level positions within the department. Have the proper attitude about the employer, peers, position, and the training assignment. Hospitality organizations that emphasize the importance of staff members and that provide quality training opportunities to all employees at all levels will likely increase the morale of their trainers. Conversely, when training is just another and not - so - important responsibility, a less - than - willing attitude is likely. Possess the necessary knowledge and ability (skills) to do the job for which training is needed. Effective trainers must be knowledgeable about and have the skills necessary to perform the work tasks for which they will train others. Utilize effective communication skills. Trainers are effective communicators when they (1) speak in a language that is understandable to the trainee, (2) recognize that body language is a method of communication, (3) use a questioning process to learn the extent to which a trainee has learned, and (4) speak to communicate rather than to impress. For example, they don ’ t use unfamiliar jargon, and they teach new staff members the meaning of unusual but commonly used terms. Know how to train. The importance of train- the- trainer programs should be obvious but often is overlooked.  Have patience. Few trainees learn everything they must know or be able to do during their first exposure to training. Effective trainers have patience and understand that training steps must sometimes be repeated several times in different ways. They know that the goal is not to complete the training quickly; rather, it is to provide the knowledge and skills the trainee needs to be successful. Exhibit humor. Use of humor in good taste often provides a subtle message to a trainee: “ I am enjoying the opportunity to provide training, and I hope you enjoy it as well. Learning can be fun, because the process is enjoyable. ” Have time to train. Effective training takes time, and it must be scheduled for the trainer and for the trainees. Show genuine respect for the trainees. This characteristic is driven by the need to treat trainees as professionals. You ’ ll likely find that those whom you respect will also respect you. This mutual respect allows training to be more effective. Be enthusiastic. Newly employed staff members want reinforcement that their decision to join the organization was a good one. Initial experiences with an enthusiastic trainer help develop the foundation for successful training and for employees ’ long - term commitment. Trainers can reinforce the philosophy of more senior staff: “ This is a good place to work: let ’ s make it a better place to work, and this training will help us to do so. ”  Celebrate the trainees ’ success. Have you ever heard the saying that “ If a trainee hasn ’ t learned, it is because the trainer hasn ’ t trained? ” A successful trainer is one who has successfully trained, and the reverse is also true: trainers have not been successful when their trainees have not learned. Take time to celebrate when learning occurs. Value diversity. Increasingly, hospitality organizations employ persons with a variety of backgrounds and cultures, and the property is strengthened because of the different perceptions that provide input into decision making. All staff share the need to be well - trained. An effective trainer accepts the challenge to develop all trainees to the fullest extent possible, even though training tactics might differ based on the trainees ’ cultural backgrounds. For example, group trainers may need to actively solicit question responses from trainees who don ’ t readily participate in discussions, and trainees from some cultures may be embarrassed to participate in role - play exercises.  Use a Formal Training Process Define training needs Conduct a position analysis Define training objectives Develop training plans Develop training lessons Develop a training handbook (file) Prepare trainees STEP 1: DEFINE TRAINING NEEDS STEP 2: CONDUCT A POSITION ANALYSIS A position analysis identifies each task that is part of a position and explains how it should be done with a focus on knowledge and skills. As such, it becomes the foundation for developing training programs. Note : Position analysis (also called job analysis) is integral to many aspects of human resources management. For example, it defines job tasks that drive selection, training, ongoing work requirements, and performance evaluation. It is, therefore, a powerful tool that is critical to design and implementation of training and all other human resources functions. Position analysis can also be done to study one task that requires revision because of changes created by new equipment or several tasks that are creating operating or guest - related problems. Training new persons in all tasks and experienced staff in new work methods becomes possible after position analysis activities are completed. There are four basic steps in the position analysis process: (1) prepare a task list , (2) develop a task breakdown , (3) consider performance standards , and (4) write a position description. The sequence of these four components is illustrated in Figure 6.2 and discussed in the remainder of this section. STEP 3: DEFINE TRAINING OBJECTIVES Training objectives are used for two purposes: To help the trainer connect the purpose(s) of the training program with its content. To help evaluate training STEP 5: DEVELOP TRAINING LESSONS