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Unit 3 housekeeping human resource issues

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Unit 3 Housekeeping human resource issues

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Unit 3 housekeeping human resource issues

  1. 1. UNIT 3 HOUSEKEEPING HUMAN RESOURCE ISSUES 1
  2. 2. LEARNING OUTCOMES  Describe several sources of potential employees including internal and external sources, creative recruiting tactics, online sources, and advertisements.  Describe the factors that should be taken into account when selecting employees.  List the steps to skills training and what must be accomplished in each step  Describe the challenges involved in scheduling employees  Identify several methods of motivating 2
  3. 3. INTRODUCTION  “Employees are the lifeblood of any hospitality operation; without them, an operation stands still.”  Adults, in any working environment, demand a meaningful, mature environment and to be treated as professionals.  It is therefore very important that management recruit the right employees and offer employees the training that they need to do their jobs well. 3
  4. 4. TURNOVER  Each time a position is vacated, either voluntarily or involuntarily, a new employee must be hired and trained. This replacement cycle is known as Turnover.”  Annual employee turnover in housekeeping can be higher than 100 percent.  Turnover costs are often classified as tangible or intangible.  Tangible: directly incurred when replacing employees e.g. uniforms and advertisements  Intangible: do not relate directly to out-of-pocket expenses e.g. lost productivity  It is critical to maintain low levels of employee turnover and absenteeism. 6
  5. 5. PERSONNEL ACQUISITION  A means to reduce turnover and absenteeism in the housekeeping department is to follow technical rules for personnel acquisition.  Recruiting: Sound recruiting policies should be adopted. Hiring the wrong applicant will result in high turnover.  Selecting: The purpose of selecting potential workers is to screen out applicants who do not meet the criteria for the job advertised as specified in the company’s job description. 5
  6. 6. PERSONNEL ACQUISITION (CONT.)  Interviewing: The goal is to find the best match between the person and the position to be filled.  Testing: can be a helpful tool to avoid hiring unqualified or overqualified applicants.  Induction: The purpose is to complete the necessary paperwork, answer questions, and make the newcomer feel welcome. The peer group is an important part of the new employee’s orientation. 6
  7. 7. PERSONNEL ACQUISITION (CONT.)  Training: A lodging property cannot afford to have an untrained or uninterested worker on the housekeeping payroll.  Training in the housekeeping department should encompass four major areas: 1. technical skills 2. employee attitude 3. personal development 4. knowledge of the property 7
  8. 8. TYPES OF RECRUITMENT  Internal Recruitment: “ A process in which managers recruit job candidates from within a department or property.”  Examples: Cross-training, succession planning, posting job openings and keeping a call-back list.  External Recruitment: “A process in which managers seek outside applicants to fill open positions…”  Examples: Community activities, internship programs, networking, temporary agencies or employment agencies. 8
  9. 9. ADVANTAGES/DISADVANTAGES OF INTERNAL RECRUITMENT Advantages  Improves morale of both the employee and the rest of the staff  Abilities are known to managers  May result in a succession of  promotions  Costs are significantly reduced  Reduces training costs Disadvantages  Promotes inbreeding  Can cause morale problems  May have an influence on the  politics in the company  Creates a critical gap in the  department 10
  10. 10. ADVANTAGES/DISADVANTAGES OF EXTERNAL RECRUITMENT Advantages  Brings in ‘new blood’ and ideas  Gives recruiters insight into their competitors  Provides the company with a fresh look  Is sometimes cheaper than  training  Avoids the political issues  Serves as a form of advertising for the company Disadvantages  May be difficult to ‘fit in’ with the culture of the company  Morale problems due to the employees being overlooked  Job orientation takes longer  May lower productivity  Personality conflicts  Looks can be deceiving 11
  11. 11. SELECTION OF EMPLOYEES  Four important principles that need to be followed when selecting employees:  Explicitness  Objectivity  Thoroughness  Consistency 13
  12. 12. TIPS FOR EFFECTIVE INTERVIEWING  Do your homework before the interview.  Establish the appropriate setting.  Establish a rapport.  Know the job.
  13. 13. TYPES OF INTERVIEW QUESTIONS  Rapport-building questions  Behavioral questions  Fitness questions  Job competency questions  Closing questions
  14. 14. THE FOUR-STEP TRAINING METHOD  The trainer’s primary function is to communicate performance standards to employees. Trainers achieve this by following a four-step training method (on the job training).  Prepare to train  Present (Conduct training)  Practice (Coach trial performances)  Follow up
  15. 15. PREPARE TO TRAIN  Analyze the job.  Identify job knowledge  Create a task list  Develop a job breakdown.  Develop your department training plan.  Make copies of materials needed.  Establish a training schedule.  Select a training time and location.  Notify the trainees of the dates and times of training.  Practice your presentation. 15
  16. 16. THE PROCESS OF DEVELOPING JOB BREAKDOWNS Job breakdowns - A form that details how the technical duties of a job should be performed. 1. List positions in the department 2. Write a job list for each position 3. Write performance standards for each task on the job list 4. Supply additional information, when needed
  17. 17. 17
  18. 18. PRESENT  Prepare the trainees  Begin the training session  Demonstrate the procedures  Avoid jargons  Take adequate time  Repeat the sequence
  19. 19. PRACTICE  Let the trainee perform the tasks alone  Let the trainee explain each step while performing and what’s the purpose  Trainer correct the trainee when problems are observed
  20. 20. FOLLOW UP  Provide opportunities to use new skills during and after training.  Have employees discuss training with co-workers.  Coach a few tasks each day.  Provide constant feedback.  Evaluate the employee’s progress. 20
  21. 21. SCHEDULING OF EMPLOYEES  Labour is considered to be Housekeeping’s biggest expense, so it is very important to get the correct number of employees to work everyday.  There are commonly two types of positions available in the scheduling process:  Fixed Staff Positions: those that must be filled regardless of the volume of business.  Variable Staff Positions: filled in relation to changes in the hotel’s occupancy. 21
  22. 22. STAFFING GUIDE  A staffing guide is a scheduling and control tool to determine the total labour hours, the number of employees and the estimated labor expense needed to operate the housekeeping department when the hotel is at specific occupancy levels.
  23. 23. DEVELOPING A STAFFING GUIDE FOR ROOM ATTENDANTS Step 1. Determine the productivity standard for the task that will be performed by the employee. E.g.  productivity standard to clean a guestroom is 30 minutes (0,5 hours)
  24. 24. DEVELOPING A STAFFING GUIDE FOR ROOM ATTENDANTS Step 2. Determine the total labor hours when the hotel is at specific occupancy level by using productivity standards. E.g.  there are 250 rooms in the hotel  the occupancy is 90% 250 rooms × 0.9 = 225 rooms to clean 225 × 0.5 hours = 112.5 ≈113 labor hours
  25. 25. DEVELOPING A STAFFING GUIDE FOR ROOM ATTENDANTS Step 3. Determine the number of employees that must be scheduled to work when the hotel is at specific occupancy levels. E.g.  8 hour shift  productivity standard 0.5 hours 8 × 0.5 = 16 rooms can be cleaned by a room attendant 225 ÷ 16 = 14 full-time room attendants are needed (or 10 full and 8 part-time)
  26. 26. DEVELOPING A STAFFING GUIDE FOR ROOM ATTENDANTS Step 4. Calculate the estimated labor expense required to operate the housekeeping department when the hotel is at specific occupancy levels. E.g.  the average hourly rate is $5 113 total labor hours × $5 = $565
  27. 27. DEVELOPING A STAFFING GUIDE FOR OTHER POSITIONS Similar calculations must be made for other variable positions. e.g. inspector, day-shift lobby attendant etc. Step 1. determine the productivity standard Step 2. determine the total labor hours Step 3. determine the number of employees Step 4. calculate the labor expense
  28. 28. EXAMPLE: STAFFING GUIDE FOR INSPECTORS Step 1. E.g. one inspector is needed for every 80 occupied rooms. In other words, the productivity standard for one inspector is: 0.1 hours. 8 hours ÷ 80 occupied rooms = 0.1 hours (6 min.)
  29. 29. EXAMPLE: STAFFING GUIDE FOR INSPECTORS Step 2. E.g. occupancy level: 90% 225 × 0.1 = 22.5 ≈ 23 labor hours are needed to check 225 rooms Step 3. E.g. 225 ÷ 80 rooms = 2.8 ≈ 3 inspectors are needed to check 225 rooms Step 4. E.g. the average hourly rate is $5. 23 labor hours × $5 = $115 labor expense
  30. 30. PRODUCTIVITY COMPLICATIONS  Trainees/turnover  Send backs  Meetings  Messy rooms  Suites  Late check-outs and room changes  Maintenance rooms  Show rooms 30
  31. 31. DEVELOPING EMPLOYEE WORK SCHEDULES  Executive Housekeepers have found the following tips helpful when developing employee work schedules:  A schedule should cover a full workweek  Schedules should be posted at least 3 days before the next work week  Days off, vacation time and requested days should be indicated on posted work schedule  Work schedule for the current week should be reviewed daily in relation to occupancy data  Posted work schedule can be used to monitor the daily attendance of employees. 31
  32. 32. ALTERNATIVE SCHEDULING METHODS  Non-conventional scheduling methods can be:  Compressed work schedules  Scheduling part-time workers.  Allowing workers to use flexible hours.  Job sharing between workers.  Scheduling two section housekeepers to service rooms simultaneously.  Allowing for extended time off. 32
  33. 33. MOTIVATION  An environment that fosters professional growth and development of its employees, is an enormous positive factor to have in a hospitality environment.  Motivation is the art of stimulating a person’s interests in a particular job or subject in order to challenge him/her to be attentive, observant, concerned and committed.  Training  Cross-Training  Recognition  Communication  Incentive Programs  Performance Appraisals
  34. 34. EMPLOYEE EVALUATION  The purpose of conducting evaluations is twofold: 1. to provide feedback to workers 2. to establish a basis for compensation based on the quality level of their performance  Rating scales are effective tools for appraisals.
  35. 35. EMPLOYEE COMPENSATION  Compensation (pay increases) should be tied to performance.  If an employee’s productivity is high and the quality excellent, compensation should be greater than an employee whose performance is below standards.  The ideal effort / compensation should be 1 / 1, meaning the effort put into one’s work should equal the reward obtained from it.
  36. 36. CREATING WORKER SATISFACTION  Conducting exit interviews is the first step in attempting in finding out why employees leave.  Some tools to create worker satisfaction in the workplace are:  Employee career paths  Incentive programs  Wellness programs  Employee assistance programs  Child-care assistance  Retention bonuses
  37. 37. EMPLOYEE DISCIPLINE  Corrective actions for unacceptable or irresponsible behavior must be taken when necessary.  The most effective method of disciplining employees is the counseling session.  Counselling is designed to correct a problem without formal disciplinary measures.  It gives a manager and an employee an opportunity to sit down together and discuss problems and identify solutions.
  38. 38. PROGRESSIVE DISCIPLINE  The process of progressive discipline addresses undesirable behavior and take strict measures for the repeated ones.  Progressive discipline involves four basic steps:  spoken warning  written warning  suspension  termination
  39. 39. GUIDELINES FOR DISCIPLINARY ACTION  conduct a through investigation of the incident  document the action  be firm, fair and consistent  stick to the decision  be careful of unwritten rules  support the employee, not the behavior

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