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DMAI Fundamentals - Chapter 8 - Human Resources

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Chapter by chapter slides based on "Fundamentals of Destination Management and Marketing," provided by Destination Marketing Association International in cooperation with American Hotel & Lodging Association Education Institute.

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DMAI Fundamentals - Chapter 8 - Human Resources

  1. 1. © 2005, Educational InstituteChapter 8Human ResourcesFundamentals of Destination Management and Marketing(323TXT)
  2. 2. © 2005, Educational InstituteHuman Resources ManagementFosters success by facilitating the right workenvironment where the right people can thrive• Everyone has the resources to do the job.• Communications, problem-solving, and decision-making are efficient and effective.• Working relationships are well-defined andunderstood by staff.• Employees are free to think and grow personallyand are free from sexual or other forms ofharassment.
  3. 3. © 2005, Educational InstituteHuman Resources Management• Strategic roleso Organizational design and succession planningo Recruiting plan designo Design and implementation of compensation and benefitplanso Employee relations• Operational roleso Recruitingo Employee relationso Compensation and benefit administrationo Trainingo Compliance
  4. 4. © 2005, Educational InstitutePerformance Management• The process of managing people in a mannerthat allows the organization to execute thevision and mission statements• Drives alignment and focus and ensures that allhuman and capital resources are headed in thesame direction toward the same performanceobjectives
  5. 5. © 2005, Educational InstitutePerformance Management Steps• Planning• Setting cascading performance objectives• Performance reporting and accountability• 3P performance report• Performance evaluation• Performance coaching• Personal and professional development• Continuous and never-ending improvement
  6. 6. © 2005, Educational InstitutePlanning• Today’s long-term strategic plan typically covers athree-year period.• The fundamental question asks what theorganization is meant to achieve and how it will bedone.• The process starts with mission and visionstatements.• Short-term planning is where day-to-day operationsmeet long-term planning.
  7. 7. © 2005, Educational InstituteSetting Cascading PerformanceObjectives• Define five or so of the most important ways toachieve the organization’s mission. These becomethe CEO’s performance objectives.• CVB employees identify two to five of their ownobjectives that are supportive of more seniorobjectives.• Objectives are statements of outcomes and requirestatements of how success will be measured.
  8. 8. © 2005, Educational InstitutePerformance Reporting andAccountability• Formal process meant to reflect accountability,transparency, and integrityo Accountability: resultso Transparency: what you see is what yougeto Integrity: reflection of the organization’sethical standards• Becomes the basis for ongoing performancecoaching
  9. 9. © 2005, Educational InstituteThe 3P Performance Report• Deals with problems, progress, and plans• Facilitates accountability, communication,coaching, and performance improvement• Becomes the basis for the formal performanceevaluation and prevents surprises• Identifies problems early
  10. 10. © 2005, Educational InstitutePerformance Evaluation• Logical follow-up to performance reporting• Should occur more frequently than annually• Two main componentso Performance related to agreed-upon objectiveso Core competencies relevant to the particular jobor job family
  11. 11. © 2005, Educational InstitutePerformance Coaching• Managers are moved into the realm of personaland professional development.• Use tact, sensitivity, and a balanced responsewhen confronting an issue.• Take notes, agree on action plans, and requestfeedback and confirmation.
  12. 12. © 2005, Educational InstitutePersonal and Professional Development• A systematic approach to developing thecompetencies, skills, talents, knowledge, andrelated attributes of all employees• Involves determining which competencies arenecessary to get the job done, relating thecompetencies to resulting benchmarks, andclosing the gap• Should include clear action plans and timelinesfor follow-up
  13. 13. © 2005, Educational InstituteContinuous and Never-EndingImprovement• Part of the ethos or fundamental value systemof an organization• An approach that always questions Why are we doing this? How can we do this better? How do we serve our customers better?• Creates an environment where innovation isessential
  14. 14. © 2005, Educational InstituteBest-Practice Organizations• Exemplify work ethic, management practices,and values• Empower staff to make decisions• Encourage and reward prudent risk-taking• Are egalitarian• Use diverse inputs to solve problems• Conduct research rather than rely on instinct

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