WEEK 11.pdf

MANAGING HOUSEKEEPING Presented by: Augustine Barbarona & Johnmark Aniano Sched: Monday 7:00am -12:00 P.M 1. Describe the documental tools used in managing housekeeping personnel. 2. Calculate the staff requirement using staffing guide. 3. Discuss the various aspects of scheduling...

MANAGING HOUSEKEEPING Presented by: Augustine Barbarona & Johnmark Aniano Sched: Monday 7:00am -12:00 P.M 1. Describe the documental tools used in managing housekeeping personnel. 2. Calculate the staff requirement using staffing guide. 3. Discuss the various aspects of scheduling housekeeping staff. 4. List the methods for appraising employee OBJECTIVES performance and understand the need for employee performance. 5. Appreciate the importance of motivating employees and benefits of teamwork and realize the importance of good leadership. ◦ The housekeeping department certainly has the largest workforce in hospitality establishments. An efficient executive housekeeper must be able to use certain documents that are effectively used as tools to communicate responsibilities and other important information to the employees. Documents include attendance records, reminders and standard operating procedures (SOPs). ◦ These documents not only help the executive housekeeper in efficient management but it also helps employees understand their job functions and therefore, at ease when in work knowing what the work expects from them.  DOCUMENTS FOR PERSONAL MANAGEMENT ◦ A job description is detailed documents identifying all the likely duties appertaining to a job position as well as reporting relationships, additional responsibilities, working conditions and any specific knowhow necessary about equipment and materials. A job description covers the following aspects: ◦ Job profile ◦ Scope of job ◦ Job Title ◦ Reporting Relationship ◦ Job location ◦ Coordinating details ◦ Job summary ◦ Hours of work ◦ Supervisor relationships ◦ Hazards A job specification is document detailing the minimum qualifications and qualities or traits required by an individual to perform a particular job. This may also include the staff’s previous work experience and his/her attended training such as internships or externships. Used as tools for selection of the right employee for a particular job. A job list is a list of a tasks, which must be performed. It reflects the total job responsibility of the employees. Tasks should be listed in an order that reflects the logical sequence of daily responsibilities. A job assignment is a list of tasks to be performed by an individual. A job breakdown specifies how to perform each task. It also identifies the specific observable and measurable steps that an employee must take in order to accomplish the task. Job breakdowns are especially important in evaluating the performance of the employees.  THE PROCESS OF DEVELOPING JOB BREAKDOWNS - List positions in the department - Write a job list for each position - Write performance standards for each task on the job list - Supply additional information, when needed. Example of a job breakdown sheet. A job procedure specifies the way in which a task is performed. e.g. Cleaning windows They are the most popularly called SOP’s or Standard Operating Procedures. SOP’s comprise the following information: - The job to be done - Equipment and materials required - Procedure of work - Safety factors - Time required to the job A procedure manual gives information about standard procedures to be followed for various activities, These activities relate to the organization and procedures of cleaning activities, safety and security measures, human resources issues, and so on. DETERMINING STAFF STRENGTH ◦A staffing guide is a scheduling and control tool to determine the total labor hours, the number of employees and the estimated labor expenses needed to operate the housekeeping department when the hotel is at specific occupancy levels. DEVELOPING STAFFING GUIDE FOR ROOM ATTENDANTS Hotel Staffing Guide 1. Step 1: Determine the productivity standard for the task that will be performed by the employee. 2. Step 2: Determine the total labor hours when the hotel is a specific occupancy level by using productivity standards. 3. Step 3: Determine the number of employees that must be scheduled to work when the hotel is at specific occupancy levels. 4. Step 4: Calculate the estimated labor expense require operating the housekeeping department when the hotel is at specific occupancy levels. ◦ The Rooms Division generates the forecasted occupancy. Occupancy % =100% ◦ The number of rooms occupied is calculated by multiplying the total number of rooms available at the hotel by the occupancy percentage. Rooms Occupied 200 rooms available x 100%=200 ◦ Room Attendant: Labor Hours 90= (200 occupied rooms x.45 (productivity standard) Employees 90/8=11.25 Labor cost 90 x 65 pesos per hour = 5,850 pesos  Assumptions: Room Attendant Average Wage 65 pesos per hour Room Attendant Productivity Standard 0.45 Available Work Time per Employee 8 hours TABLE 3.1 SAMPLE HOTEL STAFFING GUIDE COMPUTATION Occupancy % 100% 95% 90% 85% Rooms Occupied 200 190 180 170 Room Attendant Labor Hours 90 85.5 81 76.5 Employees 11.25-11 10.68-11 10.13-11 9.5 Labor Cost 5,850 pesos 5,557 pesos 5,265 pesos 4,972 pesos RECRUITING, SELECTING, HIRING, ORIENTING AND TRAINING ◦ Recruiting Employees- recruitment involves identifying sources of labor, reviewing job descriptions and specifications, publicizing job vacancies and inviting job applications to fill vacancies. IDENTIFYING SOURCES OF LABOR: ◦ 1. Internal sources- encourages growth within the organization and prevents stagnation and discontentment among the staff. It is advantageous to the executive housekeeper since the manager gets employees who have already proven themselves and are familiar with the property involves in promotions and transfers. ◦ Promotions – identifies employees who could be promoted to the next level, training, grooming them for the promotions. ◦ Transfers- inter departmental transfer are an option that makes employees more flexible.  Table 3.2 Advantages and Disadvantages of Internal Source of Labor Advantages Disadvantages Sdaa - Technique of motivation - Promotes inbreeding - Improves morale of both - Can cause morale problems employees and the staffs - Politically motivated hiring of - Promotions employees or promotions - Suitability of candidates can be - Critical gap in the department. judged more appropriately and better - Costs for training and orientation can be reduced and minimized - Abilities of each employees are known to managers - Build loyalty, commitment and sense of belongingness - Trade unions can be satisfied IDENTIFYING SOURCES OF LABOR: ◦ 1. External sources- is necessary for entry level jobs and whenever creative inputs from external candidates need to be used at specific positions. ◦ College and high school graduates ◦ Employment bureaus ◦ Industry employees ◦ Industrial trainees and apprentices ◦ Networking and recommendations ◦ Advertising  Table 3.3 Advantages and Disadvantages of External Sources of Labor Advantages Disadvantages - Sdaa Many available suitable candidates who are - New recruits may have difficulty of fitting in to skillful, talented and knowledgeable the company - Bring in new candidates with fresh ideas, - Can cause or result to morality problems as providing the company with a fresh look new recruits tend to be overlooked by - Cost of employees can be reduced or employers minimized as they are generally placed in - Orientation for their job descriptions and job minimum pay scale titles may take longer - Recruits are balanced with different - Can cause lower productivity as background, experience or skills managers/supervisors/executives are focused - Avoid political issues in the company, which on looking for appropriate candidates causes bias - Because of the diversity of personnel, it may - Can serve as advertising for the company result to personality conflicts - Some recruiters tend to look at the physical characteristics of recruits rather than in their work skills, ability and capacity SELECTING EMPLOYEES ◦ A process of identifying and hiring people whose probability of success in the job at hand is maximum and who are likely to stay long enough with the organization to add to its development. ◦ It also involves screening application forms and resumes, interviewing, and evaluating. Selecting employees can be affected by demographics. ◦ The proper use of sources of labor must be given importance to find the most suited employees. INTERVIEWING ◦ Once the screening of application is over, candidates may be given objective tests involving written and practical work. This is followed by individual interviews with qualifying candidates. A panel of four or five interviewers usually conducts individual interviews. ◦ A manager of the department to which the applicant has been referred should conduct an interview. ◦ A harmonious relationship at the working area is very important and so the views of the supervisors for the applicant must be considered. ◦ Certain personal characteristics should be explored when interviewing an employee. Some of these characteristics are native skills, stability, reliability, and experience, attitude toward employment, personality, physical traits, stamina, age, sex, education, previous training, initiative, alertness, appearance, and personal cleanliness. ◦ Some employers or managements can also consider race, sex, age, religion and nationality. ◦ Remember that personality and character cannot be entirely judged from an individual’s physical appearance. ◦ We can consider interview as the most important step in the selection process. ◦ Inadequate interviewing will result in acquisition of false information, suppression of facts, and, in some situations, complete withdrawal from the process by the applicant. A. PREPARING FOR THE INTERVIEW ◦ Be prepared. – before going to the interview, the management must prepare a checklist of significant questions to ask to the candidates. Make sure that the questions are at the professional level. The preparation allows interviewers to assume initiative during an interview. B. BEGINNING THE INTERVIEW ◦ Find an appropriate and suitable place to conduct the interview. The applicants must feel comfortable. This can ad more focus and confidence to the applicants. The interview must be conducted in a quiet, relaxing atmosphere and private areas. Confidential conversation must be considered in an interview. ◦ Practice. Interviewers must practice interviewing skills periodically. C. CONDUCTING THE INTERVIEW ◦ Be tactful and courteous. Interviewers must still be respectful to applicants even though hierarchically they are above the applicants. ◦ Be knowledgeable. Interviewers must be thoroughly acquainted with the position for which the candidate is interviewing in order that all of the candidate’s queries may be answered. ◦ Listen. Encourage the applicant to talk. Interviewers must consider questions that are not close-ended, which are likely to be answered by a mere yes or no. ◦ Observe. Observation is a vital step in the interviewing process. D. CLOSING THE INTERVIEW ◦ Closing the interview successfully crucial to the interview process. This may lead the applicant to successfully display their willpower to be accepted for the job. During the closing interview step, the interviewer can see or decide whether the candidate meets, exceeds, or does not meet the requirements. Interviewers must also explain the next step in the process including whether there will be further interviews, when will you make your decision, and how the candidate will be informed of your decision. ◦ Complete your notes/rating sheets immediately; do not rely on your memory.  Table 3.4 The Interview Process 1. PREPARING FOR THE INTERVIEW 2. BEGINNING THE INTERVIEW - Select the interview panel members - Greet the applicant - Choose the date, time and venue - Observe his/her physical appearance and - Notify the candidate body language - Sdaa Jot down specific points or questions on - Break the ice by putting the candidate at resumes ease - Read the job description, job specification and resumes thoroughly before the interview 3. CONDUCTING THE INTERVIEW 4. CLOSING THE INTERVIEW - Ask relevant questions to gather the required - Allow the candidate to ask few questions information - If the candidate is suitable, sell the company - Determine the applicant’s value, work and the job standards, expectations and outlook on other - Let the candidate know when the outcome of people the interview would be intimated to him/her - Use open ended questions so that the - Thank the applicant for applying and coming applicant does 80% of the talking - Record important decisions TYPES OF INTERVIEW ◦ Traditional one to one interview ◦ Panel interview ◦ Group Interview ◦ Informational Interview ◦ Screening Interview ◦ Behavioral Interview ◦ Stress Interview ◦ Mealtime Interview RESULTS OF THE INTERVIEW ◦ To properly determine the results of the interview, either a positive or negative (rejection) is indicated, a thorough process of evaluation must first take place. Once suitable candidates are identified, no commitment to them must be made and references must be checked by the HR department before hiring of employees. REFERENCE CHECKS ◦ Are needed or is performed by hiring managers to verify if the applicant’s information and job history is factual or true. There are different types of reference checks, the most common are through personal or face-to-face meetings, over the phone discussions and through written recommendation. ORIENTATION ◦ The new hired employees must be introduced to the people in the organization and must be familiarized first to the working environment. This is a good way to guide the newcomers and adjust them to the culture of the working place. ◦ In the housekeeping department, during the orientation the executive housekeeper must not forget to inform newcomers about their job, duties and responsibilities, the goals they have to meet as employees and immediate tasks they have to complete. ◦ The executive housekeeper must also give the working schedules of the newcomers and inform them the pay cheque procedure, grooming standards of the hotel and the work standards expected of them. ◦ Scheduling have two types: first is for fixed staff positions, which are those that must be filled regardless of the volume of the business. These positions are generally managerial and administrative. ◦ The other one is for the variable staff positions, which are those that are filled according to the changes in the occupancy level.  Table 3.5 Part of the Orientation Program - The history of the organization - General policies and practices of the organizations - Departments, their location and functions - Staff benefits, location of staff toilets, locker rooms, restrooms, staff mess and so on - Safety regulations and other procedures - Organizational hierarchy During the orientation, newcomers must be given an employee handbook. The handbook must provide vital information of the organization and must include overall guidelines and standard operating procedures. The newcomers must be told to read the handbook thoroughly to ensure that instructions, rules and regulations of the organization are well understood and are to be fully followed. Newcomers must also be toured in the organization (facility tour). This is to familiarize the newcomers the location of different offices and rooms in the organization and at the same time for them to see facilities and to gain knowledge of how the organization works. Orientation Meeting- must not be done if the facility tour is not yet conducted. This meeting is approximately done after 1 or 2 weeks of the new hired employees. This is also the time to ask for feedback about the organization, if the newcomers are comfortable or have any particular issues when they have started to work in the organization. TRAINING ◦ Training is the best way to communicate the organization’s way of operation to the new employees. Some of the benefits of training are stated in table 3.6 TABLE 3.6 Benefits of Training - It will allow new employees to learn in a comfortable atmosphere - New employees will understand the importance of the job as well as the expectations to be met - Existing employees will improve their work performance - Flexibility is incorporated due to cross training - The incidence of accidents is reduced and safety is enhanced - Reduced expenditure on maintenance of machine results - Employees are motivated and their job satisfaction improves - Employee turnover is reduced - The executive housekeeper gets more time for management activities - Standards and quality of work will improve - Supervision will also improve. And thus, more profits flow in due to better business. THE FOUR STEP TRAINING METHOD ◦ The trainer’s primary function is to communicate performance standards to employees. To achieve this, the trainer follows a four- step training method (on the job training.) ◦ 1. Prepare to train - Write training objectives - Develop lesson plans - Decide on training methods - Establish a time table for instruction - Select the training location - Assemble training materials and equipment - Set up the work station THE FOUR STEP TRAINING METHOD 2. Conduct the training - Prepare the trainees - Begin the training session - Demonstrate the procedures - Avoid jargon - Take adequate time - Repeat the sequence - Techniques that can be used during training includes but are not limited to; role playing, demonstration, case study, management games, in-basket exercise, lectures, video presentation and self-study A. Skills training. In the housekeeping department employees must be trained on the: - Specific techniques and company’s SOPs on bed making - Techniques, use and care of equipment such as vacuums - Correct way of dusting - Techniques and products of window and mirror cleaning - Company policy of how rooms must be set up in their hotels - Tub and toilet sanitation, appearance and methods of cleaning and company policy on bathroom cleaning - Daily routine of personnel in housekeeping - Care and use of housekeeping cart and other equipment - Proper way of loading housekeeping cart, materials needed or essential things needed to place in the carts such as towels, bathroom essentials (toilet paper, shampoo, hand soaps.) - SOP’s in safety, such as fire and emergency exit, proper evacuation procedures in cases of earthquake, fire or emergencies. B. Attitude guidance. Housekeeping trainees need to be guided into thinking that no task is menial, and that all tasks are important in rendering service to a guest. Attitude is important to maintain positive relationships not only between the employee and the guests but also between various staff and departments in the organization. The attitude guidance must also include the mindset of employees to always “meet” the standards expected from the hotel. C. Knowledge training. New employees need to gain knowledge regarding the organization its procedures, policies and rules. The training must include information of top managers name and appearance. New employees must b able to know them by sight. The training must also include knowledge of employees basic rights and benefits such as SSS, Pag- ibig, health insurance, if any, and etc. 3. Coach trial performances - Let the trainee perform the tasks alone - Let the trainee explain each step while performing - Correct the employee when problems are observed. 4. Follow through - Continue positive reinforcement - Provide constant feedback - Coach a few tasks each day - Evaluate the employee’s progress Figure 3.1 Some of the important things that must be included in staff training BENEFIT OF POLICIES FOR NEED OF CLEANING CLEANING TRAINING HANDLING OF EQUIPMENTS PERSONAL HYGIENE & HEALTH EXAMINATION TRAINING MAINTENANCE OF EQUIPMENT METHOD OF MOPPING PERSONAL USE OF REAGENTS DRY/WET PROTECTION There are different type of training: A. Induction training- is carried out when an employee is new to the organization and has to learn the required knowledge, skills, and attitude for his/her position. B. Refresher training- this is carried out when an old employee has to be retrained to refresh his/her memory. C. Remedial training- this is carried out for old employee when there is a change in the present working style which may be related to a competitive environment, technological changes or guest expectation D. Cross training- this training enables employees to work in departments other than their specialty in periods of staff shortage. E. On the job training- this type of training takes place while a trainee is working on a daily schedule. The trainee in this case is under the guidance of a trainer or a “buddy”. The advantage of this type of training is “learning by doing”. A trainer will show to students (employees) or demonstrates to them the procedure, the trainees must absorb the knowledges for them to be able to become operationally productive. F. Simulation training for housekeeping- unrented model room may be set up and used to train several employees. G. lastly, the Off the job training- takes place away from work, in a classroom, by means of workshops, demonstrations, lectures, discussions, seminars, audio visual presentation, case studies and role playing. COMPETENCIES OF A HOUSEKEEPING PROFESSIONAL Competencies are a set of behavioral traits and technical abilities that are suitable for a job. Behavioral traits are essential to complement knowledge and skills. 1. Smile 2. Grooming and Personal Presentation Standards: a. Clothing- all clothes of the employees must be clean every start of their duties. Soiled or dirty clothes must be replaced to a suitable standard. Clothes must be worn in accordance to the company’s policy and paired with suitable clothes. b. Name badge- employees must always wear their badge at all times because this serve as their identification card. This will maintain safety in the company and at the same time, guests can easily recognize personnel. c. Hair- men employees must maintain short and neat-cut hair style with natural hair color. Women must wear their hair in a tight or pulled back style and must also have natural hair color. d. Nails- nails of employees must be short and well-trimmed to showcase cleanliness and personal hygiene. Women must not wear bright nail polish and nails of both men and women must be clean on a regular basis. e. Jewelry- simple jewelries can be worn by employees such as wedding rings and suitable watches. Unnecessary jewelries must not be worn during work time such as nose rings, big earrings and big necklaces. f. Make up- women must wear simple make ups and it must not be excessive. In some companies, tattoos are okay as long as they are not visible during working hours. g. Odor- employees must not use strong smelling and irritating perfumes. Employees must use deodorant regularly especially those working in a labor-intensive department such as cleaning rooms. h. Personal hygiene- employees must take a bath or shower prior to work. Teeth must always be brushed to prevent bad breaths. Hand and face of employees must be washed and cleaned. i. Personal belongings- there should be no personal bags in work areas and no mobile phones. 3. Basic Etiquettes: A- smiles and always attends to guests B- recognize guests C- be polite to guests by using “thankyou, please, pardon me, excuse me” D- avoid mannerism such as touching the hair, scratching oneself, picking the nose, etc. E- stand erect at all times F- listen carefully to guests needs G- assist guest whenever possible H- talk softly I- avoid arguing with service staff and guest on the floors and public areas K- desist from chewing gum L- enter and leave the floor through the service door only M- shut the doors quietly 4. Orderliness 5. Teamwork 6. Attitude 7. Self-discipline is the hallmark of a good housekeeping professional. There are two types of discipline, one is physical where grooming and physical conduct a play role, and the other type is mental which demands sincerity, honesty and perseverance. 8. Courtesy is the hallmark of a hotel professional. Courtesy should be inherent in one’s nature and a desire to please those with whom one comes in contact with. Being courteous not only makes the operations smooth, but also ensures better relationships. 9. Intrapreneurship- housekeeping professional must think like business persons by constantly evaluating one’s performance and find ways to improve productivity and quality. MOTIVATION ◦ Vandenberghe (2004) states that “motivation is identified as en energizing force it is what induces action in employees. ◦ Motivation is the process that initiates a person’s interests in a specific job. In other words, motivation is what causes a person “to act”. It also gives them sense of belonging, worth and value, as part of the organization or of the department. ◦ The website, www.hellogenio.com, listed at least ten basic tips on how executive housekeepers or supervisors can motivate their own employees. 1. Find out the strengths and weaknesses. 2. Praise them for their strong points and reward them publicly. 3. Identify their weak points and encourage them for improvement. 4. Give them recognition as things happen. 5. Provide interactive discussions MOTIVATION 6. Emphasize on the importance of taking breaks 7. Bring in temporary help to support your team during peak workloads 8. Offer competitive salaries and commissions 9. Maintain a sense of humor and friendly relationship with your staff 10. Conduct a staff interest survey to see if they are in the most appropriate position There exist many motivation theories which are used by companies and managers to help them with driving their workers to reach their goals. This includes Maslow’s hierarchy of needs, Herzberg’s motivating and maintenance factors and skinner’s positive reinforcement. In the level of five basic needs, the person does not feel the second need until the demands of the first have been satisfied. (Simons, Irvin and Drinnien, 1987) Figure 3.2 Maslow’s Hierarchy of Needs Self-fulfillment needs Self- Actualization: achieving one’s full potential, including creative activities Esteem needs: Psychological needs prestige and feeling of accomplishment Belongingness and love needs: intimate relationships, friends Basic Safety needs: needs security, safety Physiological needs: food, water, warmth, rest  Figure 3.3 Herzberg’s Hygiene and Motivational Factors Dissatisfiers Motivators Working Conditions Policies and Recognition Administrative Practices Achievement Salary and Benefits Supervision Advancement Status Job Security Growth Co-workers Personal Life Responsibility Job Challenge MOTIVATION Herzberg et al. (1959) presents that employee motivation is best understood as soon as the work attitude is understood. In his approach of studying feelings of people toward their jobs, he set up three question to be answered: 1. How can one specify the attitude of any individual toward his or her job? 2. What causes these attitudes? 3. What are the consequences of these attitudes?  Figure 3.4 Operant Conditioning, Skinner’s Positive Reinforcement Positive Negative Applies Stimulus Removes Stimulus Reinforcement Increases the Positive Negative frequency of Reinforcement Reinforcement desirable behavior Punishment Decreases the frequency of Positive Negative undesirable Punishment Punishment behavior THANK YOU! Presented by: Augustine Barbarona & Johnmark Aniano Sched: Monday 7:00am -12:00 P.M