HospitalityHRChapter-3.pptx
- 文档编号:18711322
- 上传时间:2023-10-16
- 格式:PPTX
- 页数:45
- 大小:4.04MB
HospitalityHRChapter-3.pptx
《HospitalityHRChapter-3.pptx》由会员分享,可在线阅读,更多相关《HospitalityHRChapter-3.pptx(45页珍藏版)》请在冰点文库上搜索。
HospitalityHumanResourceManagement,Chapter3PlanningandRecruiting,Jobs&Positions,Staffing,PotentialEmployees,Tostaffahospitalityoperation,youmustknowthecriticalstepsintheHRplanningprocess,whichincludeidentifyingpotentialemployees,encouragingpotentialemployeestoapplyforaposition,andselectingtherightapplicantsforthejob.,Unqualifiedstaff,PlanningHR,TheHumanResourceplanningprocessinvolvesanticipatinganorganizationsbusinessdemandsandprovidingthestafftomeetthosedemands.,TwocriticalfactorsforHRPlanning,ExternalFactorsinfluencingSupplyofandDemandforEmployees,Startingin2008,thefollowingfactorscombinedcreatedthehighestlevelsofunemploymentintheU.S.sincetheGreatDepression:
InternalFactorsinfluencingSupplyofandDemandforEmployees,InternalFactors,Beforeengaginginrecruitmentactivities,managersshouldconsiderthefollowinginternalfactorsthataffectrecruiting:
Whatspecificcompetenciesarerequired?
Howarewegoingtoaddresscompetencygaps?
Howshouldwedevelopoursuccessionplan?
Whatperformanceobjectivesdoweneedtoestablish,andhowwilltheybemeasured?
Howwillwerewardemployees?
Howwillwecommunicatetoemployeestheirprogressandsuccess?
ForecastingDemand,Thegoalofforecastingistoaccuratelymatchthedemandforemployeesandskillswiththeavailablesupply.,-Itistheprocessofaskingmanagerswithinanorganizationtoestimatetheirneedsfortheupcomingperiod.-itisintuitive;basedonexperienceofmanagers,Itreliesonquantitativeandstatisticalapproaches.,TrendAnalysis,Itisonemethodcommonlyusedtoforecasthumanresourcesdemand.Competition,demographics,andchanginggovernmentregulationscaninfluencethedemandforHR.Thekeytotrendanalysisisselectingthesinglefactorthatmostaccuratelypredictsdemand.,6Stepsfortrendanalysis,Step1:
Identifytheappropriatebusinessfactorthatrelatestothenumberofpersonnelrequired.Step2:
ChartthehistoricalrecordofhowthatfactorrelatestothesizeoftheworkforceStep3:
ChartthetrendinroomoccupancyStep4:
ComputetheaveragelaborproductivityforthecompanyStep5:
UsethehistoricalemployeeratiotoprojectfuturelabordemandStep6Makeadjustmentsinthetrendbasedonunusualeventspastorpresentthatmayinfluencetheestimate,OccupancyandEmployeeDemand,ProjectedandAdjustedRoomOccupancy,ProjectionofLaborDemand,Forecastingtheinternalsupplyoflaborbeingswithaninventoryofthepresentstaffandtheircurrentskillsandabilitytolearnnewskills.,Thismeansthatthecompanymayactuallyhaveahighernumberofskilledemployeesthanitrealizes.,ThetimeframeofthepredictionSkillsinventories,ForecastingthesupplyofHRinvolvesananalysisoftheinternallaborsupplyandanestimateoftheexternallaborsupply.,ForecastingSupply,Skillsinventorieslisteachemployeescurrentskills,abilitytolearnnewskills,qualifications,andcareergoals;tobeeffective:
TheymustberegularlyupdatedBothmanagersandemployeesmustagreeontheinformationincludedtheinventory,SkillsInventories,Managementinventoriesgenerallyemphasizeproblem-solvingskillsandexamineindividualmanagementtrackrecords.,Promotions,Layoffs,andRetirements,Promotions,layoffs,andretirementsaretypicallyincludedincontractsatunionizedpropertiestoestablisharelationshipbetweenemployersandemployees;suchpoliciesalsohelpforecastsupply.,ReplacementandSuccessionCharts,Replacementchartscanhelpestimatetheinternalsupplyofemployeesinaparticularposition;Successionchartscanbeusedtoplotanticipatedsuccessionsinanorganizationbyposition.,ReplacementChart,SuccessionChart,SuccessionPlanning,Thereplacementandsuccessionchartscanalsobeappliedatthemanagementlevel.Topreparesuccessionchartsformanagementpositions,hospitalitycompaniesoftenbeginbycompletingandregularlyupdatingamanagementsuccessionplanform.Itcanquantifytheinformation.,ManagementSuccessionForm,Recruitment,“Theprocessofidentifyingandhiringthebestqualifiedcandidates(fromwithinoroutsidetheorganization)forajobvacancyinthemosttimelyandcost-effectivemanner.”,Recruitment,Recruitmentistheprocessofattractingapoolofqualifiedjobcandidatesfromwhichtheorganizationmayselectindividualstobestmeetitsjobrequirements.Eachofthefollowingfactorshelpemployeerecruitment,selection,andretention:
-Hiretherightpeople.-Provideorientation-Teachnecessaryskills-Instillappropriatebehaviors,ThePre-RecruitmentProcess,ThePre-RecruitmentProcess,Aspartofthepre-recruitmentprocess,managersshouldalsoconsiderwhethertheirpersonnelneedswillbebestmetbyinternalorexternalsourcesofemployees.Theultimategoalforahumanresourcespractitioneristobalanceinternalpromotionsandexternalhires.,InternalVSExternalRecruiting,AdvantagesofInternalRecruiting,“Hiredfromwithin”,Promoteinbreeding;theflowofnewideasintothecompanydiminishesCausemoraleproblemsHavepoliticalovertonesCreateacriticalgapinonedepartmentwhenpersonnelareusedtofillagapinanother,DisadvantagesofInternalRecruiting,AdvantagesofExternalRecruiting,Brings“newblood”andnewideasintothecompanyGivesrecruitersanopportunitytoseehowthingsareontheoutsideProvidesafreshlookatyourorganizationIssometimescheaperthantrainingAvoidsmanyofthepoliticalproblemsassociatedwithinternalrecruitingServesasaformofadvertisingforthecompany,“Hiringfromoutsidesources”,Makesitmoredifficulttofindagood“fit”withthecompanyscultureandmanagementphilosophy.CancausemoraleproblemstodevelopifcurrentemployeesfeelthattheyhavenoopportunitytoadvanceintheorganizationMakesforalongerjoborientationthanforinternalrecruitsCanlowerproductivityovertheshortrunPoliticalproblemsandpersonalityconflictscanresultwhenemployeesbelievetheycoulddothejobaswellastheexternalrecruit22Externalcandidatesmaynotprovetobeastheyfirstappear,DisadvantagesofExternalRecruiting,RecruitmentSources,InternalSourcesInternalrecruitmentstrategiesoftenincludecareerplanning,skills,inventories,andinternaljob-postingsystems.Methodsmanybusinessesusetorecruitcurrentemployeesinclude:
Postingnoticesoractualjobpostingsonbulletinboardsorannouncingcurrentjobopeningsinnewsletters.JobBiddingUsingemployeesasreferralsources,RecruitmentSources,ExternalSources,Employmentagencies,Schools/colleges,Churches/synagogues/youthgroups,Apartmentcomplexes/newsletters,Localsportsteams,Womensgroups,Child-carecenters,Professional/tradejournals,Craft/exercisecenters,Seniorcitizengroups,Governmentaldivision-on-agingunit,Agenciesforpeoplewithdisabilities,Studentorganizations,Sales,supply,andmachineryreps,Communityevents,RecruitmentSources,ExternalSources,Agenciesthatprovideskillstrainingandjobplacement,Governmentalrehab/veteransagencies,ChamberofCommerce,Social/health/serviceorganizations,Volunteergroups,Welcomeorganizations,Militaryagencies,Openjobfairs,Employeesatotherservice-orientedjobs,Local/stateassistanceprograms,Adsinlocalpapers/online,Employeesatsame-chainproperties,CreativeRecruitingTactics,TheMarriotthasdevelopedaprogramforrecruitingandtraininghomelesspeople.TheNationalRestaurantAssociationandtheAmericanHotel&LodgingAssociationhavedevelopedprogramssuchastheHospitalityBusinessAlliance,whichfocusesonfindingandmotivatinghighschoolstudentseagertodeveloptheskillsnecessarytobeaneffectivehospitalityemployeesandsupervisors.“OpenHouses”,OnlineRecruiting,OnlinerecruitingagenciesorOwnwebsitesFeatures:
ThesitesreadabilityandtheorganizationseffectivenessIncludejobannouncementinformationonthewebsiteGoodwebsitesincludeonlineapplicationsorlinkstoapplicationsitesAdvantages:
-ThepotentialforarapidresponsePlacetheadsaroundtheworldProvidesopportunitiestopurchaseorrentapplicanttrackingsoftware,HRIS,JobAdvertising,Apropertymustfirstidentifythelegalramificationsofadvertisingthroughitsrecruitingsourcesandidentifythetypesofpeopleitsadvertisingwillattract.Manylocationsrequirepropertiestoobtainpermissionbeforedistributingjobnotices/bulletinstooutsidesources.Propertiesmustpayspecialattentiontohowtheiradvertisementsareworded.,ExampleofJobAD,EvaluatingRecruitmentMethods,Therateofapplicantshiredfromeachsourceperdollarspentontheprocessisacriticaldeterminantofrecruitingsuccess.Managersmustmaintainfilesoneachmethodusedinordertoconductanassessmentofdifferentrecruitingmethods.Thesefilesshouldcontaininformationaboutcosts(bothintermsofdollarsandrecruitingtime),thenumberofrecruitsattractedandhired.,EvaluatingRecruitmentMethods,Nostudytodateactuallydefinestherelativeeffectivenessofdifferentrecruitingmethodsusedinthehospitalityindustry,RecruitingfromtheApplicantsViewpoint,Managersshouldunderstandrecruitingfromtheapplicantsviewpointforseveralreasons:
First,anapplicantspointofviewcanprovidemanagerswithinformationonhowotherrecruitersfunctionSecond,managersthemselveshavebeenormayberecruitsatsomepointintimeThird,applicantscanprovidevaluableinformationaboutcompetitors,WhatRecruitersLookFor,Astudyofhospitalityrecruitersoncollegecampusesshowedthatrecruiterswereinfluencedthemostbypersonalfactors,i.e.,firstimpressionsandpersonality.Anotherstudyindicatedthatrecruitersoncollegecampusesarealsointerestedinlearningaboutcandidatesstrengthsandweaknessesandindetermininghowthesecharacteristicsservedasadvantagesorliabilitiesinpreviousjobs.Recruitersalsolookfor“digitaldirt”onappl
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- HospitalityHRChapter