HospitalityHRChapter-3

CompanyLogoHospitalityHumanResourceManagementChapter3PlanningandRecruitingLogoJobAnalysisJobDesignPlanningRecruitingJobs&PositionsStaffingPotentialEmployeesTostaffahospitalityoperation,youmustknowthecriticalstepsintheHRplanningprocess,whichincludeidentifyingpotentialemployees,encouragingpotentialemployeestoapplyforaposition,andselectingtherightapplicantsforthejob.UnqualifiedstaffLogoPlanningHRTheHumanResourceplanningprocessinvolvesanticipatinganorganization’sbusinessdemandsandprovidingthestafftomeetthosedemands.•ItrepresentsthenumberofpotentialemployeesthatareavailabletoahospitalitycompanySupply•ItrepresentsthenumberandnatureofthejobsthecompanyneedsDemandTwocriticalfactorsforHRPlanningLogoExternalFactorsinfluencingSupplyofandDemandforEmployeesStartingin2008,thefollowingfactorscombinedcreatedthehighestlevelsofunemploymentintheU.S.sincetheGreatDepression:•Therecessioneliminatedmanyjobsandputmillionsofpeopleoutofwork.•BabyBoomerswhowereprojectedtoretireinrecordnumbersandthusfreeupjobpositionshaveinsteadcontinuedtowork.•GenerationY(peopleborninthe1980stothemid1990s)hasstartedtolookforpermanentcareersafterstayinginschoolorworkingatpart-timejobslongerthanpreviousgenerations.LogoInternalFactorsinfluencingSupplyofandDemandforEmployees•TheGreatRecessionof2008haslessenedjobmobility;employeeswhohavejobswanttokeepthem.(PressureonHRDepartmentstodevelopnewwaysfortraininganddevelopmentprograms)•Therecessionhaseliminatedupwardmovementinmanycompaniesbecauseemployeeswiththebestjobsarestayingput.•Employeesatisfaction(reputationofabusiness)isoneofthemostimportantfactorsthatdeterminepotentialemployeesupply.LogoInternalFactorsBeforeengaginginrecruitmentactivities,managersshouldconsiderthefollowinginternalfactorsthataffectrecruiting:Whatspecificcompetenciesarerequired?Howarewegoingtoaddresscompetencygaps?Howshouldwedevelopoursuccessionplan?Whatperformanceobjectivesdoweneedtoestablish,andhowwilltheybemeasured?Howwillwerewardemployees?Howwillwecommunicatetoemployeestheirprogressandsuccess?LogoForecastingDemandThegoalofforecastingistoaccuratelymatchthedemandforemployeesandskillswiththeavailablesupply.Bottom-upforecasting-Itistheprocessofaskingmanagerswithinanorganizationtoestimatetheirneedsfortheupcomingperiod.-itisintuitive;basedonexperienceofmanagersTop-downforecastingItreliesonquantitativeandstatisticalapproaches.LogoTrendAnalysisItisonemethodcommonlyusedtoforecasthumanresourcesdemand.Competition,demographics,andchanginggovernmentregulationscaninfluencethedemandforHR.Thekeytotrendanalysisisselectingthesinglefactorthatmostaccuratelypredictsdemand.Logo6StepsfortrendanalysisStep1:Identifytheappropriatebusinessfactorthatrelatestothenumberofpersonnelrequired.Step2:ChartthehistoricalrecordofhowthatfactorrelatestothesizeoftheworkforceStep3:ChartthetrendinroomoccupancyStep4:ComputetheaveragelaborproductivityforthecompanyStep5:UsethehistoricalemployeeratiotoprojectfuturelabordemandStep6Makeadjustmentsinthetrendbasedonunusualevents–pastorpresent–thatmayinfluencetheestimateLogoOccupancyandEmployeeDemandLogoProjectedandAdjustedRoomOccupancyLogoProjectionofLaborDemandLogo•Forecastingtheinternalsupplyoflaborbeingswithaninventoryofthepresentstaffandtheircurrentskillsandabilitytolearnnewskills.•Thismeansthatthecompanymayactuallyhaveahighernumberofskilledemployeesthanitrealizes.•Thetimeframeoftheprediction•SkillsinventoriesForecastingthesupplyofHRinvolvesananalysisoftheinternallaborsupplyandanestimateoftheexternallaborsupply.ForecastingSupplyLogo•Skillsinventorieslisteachemployee’scurrentskills,abilitytolearnnewskills,qualifications,andcareergoals;tobeeffective:•Theymustberegularlyupdated•BothmanagersandemployeesmustagreeontheinformationincludedtheinventorySkillsInventories•Managementinventoriesgenerallyemphasizeproblem-solvingskillsandexamineindividualmanagementtrackrecords.LogoPromotions,Layoffs,andRetirementsPromotions,layoffs,andretirementsaretypicallyincludedincontractsatunionizedpropertiestoestablisharelationshipbetweenemployersandemployees;suchpoliciesalsohelpforecastsupply.LogoReplacementandSuccessionCharts•Replacementchartscanhelpestimatetheinternalsupplyofemployeesinaparticularposition;•Successionchartscanbeusedtoplotanticipatedsuccessionsinanorganizationbyposition.LogoReplacementChartLogoSuccessionChartLogoSuccessionPlanningThereplacementandsuccessionchartscanalsobeappliedatthemanagementlevel.Topreparesuccessionchartsformanagementpositions,hospitalitycompaniesoftenbeginbycompletingandregularlyupdatingamanagementsuccessionplanform.Itcanquantifytheinformation.LogoManagementSuccessionFormLogoRecruitment•“Theprocessofidentifyingandhiringthebestqualifiedcandidates(fromwithinoroutsidetheorganization)forajobvacancyinthemosttimelyandcost-effectivemanner.”LogoRecruitmentRecruitmentistheprocessofattractingapoolofqualifiedjobcandidatesfromwhichtheorganizationmayselectindividualstobestmeetitsjobrequirements.Eachofthefollowingfactorshelpemployeerecruitment,selection,andretention:-Hiretherightpeople.-Provideorientation-Teachnecessaryskills-