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Personnel Management
*Human Resource Management
Eight Areas of Operations
Facility Management (Building/Grounds Maintenance and Custodial Services)
Fiscal Management(Finances and Budgeting)
Information Services Management(Computers & Technology)
Risk Management(Health & Safety of Visitors and Employees)
Personnel Management(Human Resources)
Sales Management(Marketing and Customer Relations)
Program Services(Delivery of Leisure Services)
Planning & Development(Facility & Event Planning
“You balance the role of leader, coach, cheerleader and score-keeper, all in the midst of constant changes and shifting priorities.”
In today’s economic environment, the manager’s job is especially challenging. You must help staff deal with constant changes, budget cuts, staff reductions and wage freezes.
You do this in addition to the normal responsibilities of performance management, delegation, team development, and coaching and conflict resolution.
The Importance of Personnel Management Personnel are a MAJOR factor in
determining the quality of experience a visitor receives.
“You can dream, create, design and build the most wonderful place in the world…but it takes people to make the dream a reality.”
• Walt Disney
At a minimum, personnel training should accomplish the following:
Train employees to be friendly and courteous
Give employees basic knowledge of facility features and programs
Introduce employees to the visitor and his problems and needs
Train employees to be alert to situations where they can help visitors
Make employees aware of the image projected both by themselves and the facility
A sound personnel administrative program is vital in:
Obtaining and retaining intelligent and capable workers
Utilizing employee’s efforts effectively
Maintaining a willingness to work to attain your organization’s purposes and objectives
Human Resource Functions
Traditional Hiring
Recruiting Selecting
Training Supervising Evaluating
Additional Functions Leadership Instructional
strategies Counseling
techniques Crisis confrontation
and intervention
The Goal of Hiring: The goal of filling a vacant position
is not to fill the position, it is to fill the position with the right person.
Hiring the right person helps to keep your turnover rate low.
The turnover rate at Walt Disney World has been averaged about 24% among service employees, compared to 200% for companies such as Burger King and McDonald’s.
The Job Description Thorough and accurate job
descriptions must be prepared for each position in your organization, from front-line personnel to middle-level managers to top-level managers.
What to Include In a Job Description: Title Listing of responsibilities and
functions Required knowledge and skills Minimum acceptable education level,
certification requirements and previous experience
Physical or medical standards.
Recruiting Employees Recruiting
Types of:• Internal• External
Goal of recruiting: increase the ratio of employee applications to those actually hired.
How to recruit Promote from within Use staff to recruit Use armed services Use construction
industry Farming/agriculture
background Apprenticeship training
programs Universities &
technical schools Internet
Selecting and Hiring Selecting
Application Interview
• Phone• In Person
Reference Check Negotiations Appointment
and Probation
Equal Employment Opportunity An important aspect of the screening and
selection process involves the need to comply with EEO regulations for moral and legal reasons.
Avoiding any form of discrimination based on religion, sex, national origin, race, age, disability or genetic information is essential.
http://www.eeoc.gov/
Training Thorough orientation
Introduction to the agency and its personnel and program practices.
• Tour of facilities• Exposure to its various divisions and functions• Introduction to personnel• Outline of responsibilities and procedures• Overview of organizational climate/environment
On-site training/Apprenticeship “Scrimmage games” – Mock work
environment
Personnel Policy Manual – Major Categories of Policies General
Regulations Definitions Employment Hours of Week Compensation and
related benefits
Absences and leaves
Travel and vehicle use In-service training
Rules of conduct Relations between
employees
Definitions:
Full-time Seasonal Salaried Exempt Non-Exempt FLSA
Employment Application Recruitment and
selection Appointment Probation Seasonal Evaluation and
ratings
Promotions Assignment and
transfer Disciplinary
actions Separation and
resignation Reinstatement
Hours of Week: Workweek
Full-time salaried Full-time hourly
Work schedules
Compensation & Benefits Salary
classification Pay periods and
time reports Deductions Holidays
Overtime Vacation Insurance Retirement Credit Union
In-Service Training Purpose Conference Attendance Staff Meetings and Conferences
Rules of conduct Dress and appearance Employee cooperation Reporting for duty
Relations between employees-department-community
Employee-administrator relations Employee-community relations Gifts Solicitation of funds Management of funds Publicity releases Employee-patron relations Accidents to patrons
Employee Manuals A good employee manual will not
just include personnel policies but will also serve as a reference with the details of more complicated or less frequently performed tasks.
It will present a numbered sequence of operations, in order, for each of these tasks.
Disciplinary Action Manuals should clearly specify the
required behavior. In addition, both informal and formal disciplinary actions should be included.
Disciplinary Action Reprimands – either verbal or formal,
which are entered in the service record. Suspensions – or temporary separations
without pay, for specified periods Demotions – involving placing the
employee on a lower job classification at a lower rate of pay
Dismissals, which are discharges or separations for cause.
Supervision Role as a coach: Pass along your
experience and knowledge. Role as a counselor: Employing
encouragement, criticism and a range or techniques to deal with possible problems in the work environment, interpersonal difficulties, or other emotional or social issues that may occur.
Guidelines for Effective Counseling:
Listen patiently - without interrupting Refrain from criticizing or offering hasty
advice Never argue with employees while
counseling them Give them your undivided attention while
they are talking Look beyond the mere words of what they
are saying
Guidelines for Effective Counseling: If the problem is minor, simply
helping the employee unburden him/herself may lead to a solution.
If the problem is more severe, you should recommend a counselor or trained professional in that subject.
Employee Motivation Reinforcement techniques:
Positive reinforcers – add something good to the employee’s life
Negative reinforcers – remove something unpleasant, such as a distasteful task or schedule, from the employee’s life
Punishers or deterrents – adds something unpleasant or removes something good.
Reinforcement techniques are considered to be far superior in producing lasting behavioral changes.
Evaluations It is essential that supervisors
regularly rate employees on criteria such as personality traits, degree of responsibility, enthusiasm, initiative, human relations skills, appearance, specific job related skills and overall level of performance.
Evaluations Evaluations should be both formal and
informal. Formal evaluations should be done
regularly. They should be nonthreatening and part of a two-way process in which both parties come to a mutual agreement about the goals that need to be set.
Peer evaluations – help to guard against bias and error
Volunteers Motivation for volunteering – desire to
serve/contribute to the community, in a program involving family members, in an activity in which they once starred or for prevocational value.
It is important that these motivations are recognized and that volunteers are given the fullest opportunity to meet their needs satisfactorily.
Volunteers Recruitment of volunteers – Should be
systematic and professional. The selection of volunteers is important to
weed out those who are unstable, have unrealistic expectations or lack the potential for making a real contribution.
Orientation and training are as vital for volunteers as for paid staff.
Volunteers Supervision is also vital. If volunteers are
given meaningful assignments that challenge their capabilities, their involvement will be more consistent than if given trivial jobs to perform.
Recognition of volunteers, through simple verbal appreciation, in reports and publicity, at special occasions, or through tangible expressions of appreciation help to make volunteers feel like an integral part of the organization.
Special Maintenance Employee Issues
Occupational Safety and Health Act
Maintenance related safety problems
Occupational Safety and Health Act: OSHA (1970): The employer has the
general duty to furnish employment and a place of employment free from recognized hazards that are known, or likely, to cause death or serious physical harm.
Occupational Safety and Health Act: The safety and health standards
promulgated by the Secretary of Labor are designed to protect working people from occupational injury and illness.
Since 1973, the year CA’s OSHA program began, fatalities dropped 8.75%, amputations are down 40%, explosive-related injuries 28% and construction injuries 30% in CA.
Special Employee Safety Problems: Temporary and seasonal employees Language barriers to safety Workers in isolated locations Vehicles and traffic hazards Tools and equipment Protective equipment Rubbish removal
Other Management Concerns Dealing with employee unions Terrorism or threats to personnel Sexual Harassment Political Correctness How to manage people you
previously worked with or who are friends
How to set your priorities when you are busy putting out fires
How to delegate work when you know your employees are already overworked
How to deal with problem employees so other employees don’t feel resentment
How to motivate with little or no raises possible
How to help employees feel ownership for results
How to manage volunteers instead of paid employees
How to manage experienced employees when you are new
Knowing when to be involved and when to let employees work out their own issues
How to help diverse members of a team work together and value their differences
How to development commitment in spite of constant changes
Case Problem:Taken from the 1998 WDW College Program Manual
An incident occurred in the Main Street break area involving two employees. According to written statements provided by an employee who witnessed the incident Fred Smith was verbally insulting John James, who finally struck Fred with a closed fist. Fred retaliated and struck John several times before they were physically separated.
Case Problem:Taken from the 1998 WDW College Program Manual
Now assume the following facts were discovered through investigation: Fred Smith is a white male, age 24. John James is a black male, age 45. The verbal insults contained racially-based
statements. John James had made previous complaints to
management regarding prior incidents in which Fred Smith had made similar racial remarks.
Case Problem Solutions:Taken from the 1998 WDW College Program Manual
Based on the first case problem and barring any other mitigating factors, such as a perfect record, both employees would be fired in accordance with company policy regarding fighting.
Based on the additional information and under current Company policy, Fred Smith would be terminated and John James would receive a written warning in his personnel file.
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