Chapter 2 Resort Openings

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© 2010, Educational Institute 1

Competencies for Resort Opening: Management, Staffing,

and Human Resources

1. Explain how a resort moves through various preopening activities to its grand opening.

2. Explain how resorts are managed, discuss their organizational structures, and summarize their communication issues.

3. Describe managers as leaders and various aspects of how they carry out their leadership role, including

building employee morale, conducting effective staff meetings, and building internal and externalrelationships.

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Competencies for Resort Opening: Management, Staffing,

and Human Resources

4. Summarize labor force issues for resorts, including the

labor shortage, non-traditional sources of labor, andthe role of a resort¶s human resources department.5. Discuss wage and salary administration issues at

resorts.

6. Summarize employee productivity issues at resorts.7. Describe the impact of labor unions on management-employee relations.

8. Identify and discuss laws governing employment and

other operational concerns at resorts.

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© 2010, Educational Institute

L eisure Concept Variablesin Resort Management

� N ature of discretionary travel

International/domestic market mixSocial trends and lifestyles� L eisure/business market mix

Service demands in a leisure environment� L arger average party size� R ecreation and sports

Entertainment

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L eisure Concept Variablesin Resort Management

Spa amenities� M ultiple dining options� H igher staffing ratios

Seasonal employment

� C limatic conditions and seasonality� L ogistics in one-off locations

Seasonal packaging

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Elements of an Organization Chart

� T he division of responsibilities among individualsand between groups.

� T he grouping or departmentalization of work according to functions, specialization, tradition,

process, location, time, etc.� T he chain of command by levels of authority and

formal channels of communication.� T he number of layers of management in the

organizational pyramid or structure.� T he distinction between line and staff roles,

sometimes represented by solid or dotted lines between cells on the chart.

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Variables Affecting Employee

Motivation� C haracteristics of the individual employee� C haracteristics of the job� R elationships among individuals� G roup dynamics

Environment of the workplace� T echnological considerations

Economic forces

Societal values within the community� P ower of the state versus the individual� M anagement behavior � L eadership influences

Specific contingencies and situations6




Employee Assistance Programsand Incentives

� R ecognition programs for outstanding companyservice and individual achievements

� R ecreational and social activities for employees� H igh-quality employee canteen� P eriodic review of employee sentiments about the

workplace and working conditions� C ounseling programs for job-related and personal problems

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Employee Assistance Programsand Incentives

� A ssistance to ease relocation and transfer problems� O pportunities to participate in decisions that have a

bearing on the employee¶s work � P olicy of promoting from within

� C areer development and continuous training programs� P rofit-sharing, bonuses, or related incentives tied to performance

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Entities with Whom a Resort¶s

Management Should DevelopRelationships� O wners

� G uests� U nion representatives� B usiness community� T ravel distributors� T enants� L ocal representatives� L ocal politicians

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Entities with Whom a Resort¶s

Management Should DevelopRelationships

� L odging associations, restaurant associations,state/local convention and tourism bureaus� N earby universities or colleges with hospitality

management of culinary programs

� C ommunications/mediaSuppliers and service providers to the resort

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Formula for Employee Turnover

( Number of Separations ÷ Number of Employees) × 100

� M oderate employee turnover in resorts = 20±30 percent

� H igh employee turnover in resorts = 31±50 percent

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B asic Questions for a Job Analysis

� W hat are the tasks to be performed?� H ow should each task be performed?� H ow often is each task performed?� H ow long (on average) does each task take to complete?� W hat equipment and materials are needed to do the job?

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Information Included in New

Employee Orientation� G eneral introduction: job responsibilities, relationshipof the job to the total objectives of the organization, theresort¶s owners, history of the resort, and future plansof the resort.

� P ay: rate of pay, payday, shift differentials, deductionsfrom pay, and frequency of pay rate reviews.

� B enefits: group insurance programs, holidays, vacationtime, sick leave, tuition aid (if available), recreationaland social facilities and clubs, resort facilities

privileges (if any), and other employee programs.

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Information Included in NewEmployee Orientation

Employment conditions: hours, required clothing,identification cards, parking, employee cafeteria andmeal periods, and reporting absences and injuries.

� H uman relations on the job: importance of cooperation,formal communication, guest-employee contacts, and

public relations.Introduction to the job: introduction to the supervisor and fellow employees, tour of the department and

possibly the entire resort, location of smoking andrestroom areas, location of bulletin boards, assignmentof an ³advisor´ or ³buddy,´ and information on how to

contact the supervisor. 14(continued)

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© 2010, Educational Institute 1 51 5

Information Included in NewEmployee Orientation

� R ules and regulations: fire and safety regulations,rules of conduct, and formal complaint and

grievance procedures.� J ob instruction: initial training meetings, jobinstruction by the supervisor, instruction by fellowemployees, and job performance evaluation andreview.

� F ollow-up: questions regarding pay and benefits,working conditions, job performance, explanationsof opportunities for advancement, andexplanations of grievance procedures.

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Four Training Program Goals1. To create service awareness and an understanding of

the importance of quality standards and consistency in

rendering service to guests.2. To build employee morale, confidence,

professionalism, and loyalty to the organization.

3. To instill the desire to maintain and improve existingskills, aptitudes, and capabilities.

4. To engage all employees and staff in environmentalawareness and conservation practices.

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Formal Training Program Format

1. Identify the ideal set of skills, attitudes, andknowledge needed for the job.

2. Do a training needs assessment based on

deficiency gaps identified by comparing currentemployees¶ performances with the idealsidentified during Step 1.

3. Determine the training time required to develop

optimal proficiencies.4. Design a course of training.5. Specify the resources required²funding, space,

materials, equipment, etc.1 7(continued)




Formal Training Program Format

6.P

repare the trainees.7. Select the trainers (or qualify them through

³training the trainer´ courses).

8. Schedule and conduct the training.

9. Do follow-up evaluations to measure trainingeffectiveness.

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Five-Step Process for Project Resolution1. Define the targeted project.2. Measure from the baseline.3. Analyze date to ascertain the root cause of the

problem.4. Improve by pilot-testing a solution before

permanent adoption.5. Dashboard monitor the solution to ensure

sustainability.

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Five Assumptions of a QA Program

Costin g -out solutions. QA task teams must be able

to demonstrate to management the cost of problems under discussion and the cost of potential solutions.

T ra inin g . The foundation of the QA program isthe development of job standards with employeeinvolvement and the use of these standards to trainand evaluate employees.

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Productivity IndexesOutput per W orker- Hour =

Output Index ÷ W orker- Hours Index

Labor Cost Percentage =

Cost of Labor ÷ G ross R esort R eceipts

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Basic Instruments of an Employee File

� W ritten job description� Q uantitative standards� Q ualitative standards

Specific objectivesIncident file

� P erformance reviews� P ersonal history records

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Reasons Given by Employees for

Wanting Union RepresentationEmployees have only minimum information aboutthe company, and feel insecure about their jobs.

� M anagers are inconsistent in setting or enforcing policies and rules.� M anagers are one-sided in dealing with

complaints, always favoring the company instead

of getting all the facts.� T he competition offers the same or better wagesand benefits.

� P oor working conditions.

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© 2010, Educational Institute 2 5


Wanting Union Representation

Supervisors play favorites instead of ensuringfairness to all.

� C hanges are made by the company without firstasking employees for their opinions.Discrimination on the basis of age, ethnicity, or gender exists within the organization.

� M anagers have not followed through on promisesof pay raises, vacations, or better uniforms or working conditions.

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© 2010, Educational Institute 2 62 6


Wanting Union Representation

Employees believe there is safety in numbers withregard to attempting to settle their grievances.

Employees want to retaliate for past grievances.

Employees think they will get more pay for less work.

Employees buy the union¶s promises of a better life, better pay, better benefits, and job security.Employees have security concerns from witnessingincreasing amounts of work being outsourced.

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EEOC Regulation Focus Points

1. Effective fair employment distribution withrespect to race and sex in all areas of employment.

2. Ending discrimination against women, minoritygroups, the elderly, and the physically

handicapped in all areas of employment.

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Workers¶ Compensation SystemPrimary Objectives

1. Provision of adequate compensation (includingmedical care) to injured workers.

2. Encouragement of safety in working conditions.

3. Achievement of administrative efficiency relativeto the insurance system itself.

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Chapter 2 Resort Openings