The document discusses managing human resources for front office managers. It covers topics like internal and external recruiting advantages and disadvantages, the hiring process including job descriptions, interviewing, and orientation. It provides guidance on evaluating applicants, avoiding common interview mistakes, asking open and closed-ended questions in interviews, and training new employees.

1. Chapter 14: Managing Human Resources
Competencies for Managing Human Resources
1. Describe the advantages and disadvantages of
internal and external recruiting methods.
2. Summarize the selection process, including how
managers use selection tools, evaluate applicants,
and interview applicants.
3. Identify the steps in effective hiring and orientation.
4. Explain the four-step training method.
5. Identify techniques that front office managers can
use to schedule and motivate staff members.
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2. Chapter 14: Managing Human Resources
Role of the Front Office Manager in Hiring New Employees
If a hotel does not have a human resources division, then
the front office manager is responsible for every stage in
the process of recruiting, screening, and hiring new
employees. But even if a human resources division
assumes some of these duties, the front office manager still
needs to:
• Identify the skills and qualities required for each position
and communicate this information to the human
resources division, typically in the form of a detailed job
description
• Personally interview leading candidates
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3. Chapter 14: Managing Human Resources
Internal Recruiting—Advantages
• Improves morale of promoted employee
• Improves morale of other staff members
• Managers can better assess the abilities of internal
recruits
• Successions help reinforce a company’s internal career
ladder
• Lower costs than external recruiting
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4. Chapter 14: Managing Human Resources
Internal Recruiting—Disadvantages
• Promotes inbreeding
• Lower morale for those skipped over for promotions
• Skipped-over staff may feel favoritism exists
• Filling a gap in one department may create a more
critical gap in another
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5. Chapter 14: Managing Human Resources
Internal Recruiting—Methods
• Cross-training
• Succession planning
• Posting job openings
• Paying for performance
• Maintaining a call-back list
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6. Chapter 14: Managing Human Resources
Benefits of Cross-Training
• Makes it easier for a manager to adjust the schedule
when employees are absent
• Allows employees to diversify their skills and to
experience greater variety in their workdays
• Can lead to a wider range of promotion opportunities
• Can make it possible to combine jobs
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7. Chapter 14: Managing Human Resources
Succession Planning
• Front office manager identifies a particular employee to
eventually fill a key position
• Management identifies the training needs of that
employee are ensures that they are met
• Front office manager creates a staffing plan that includes
training dates and times, the trainer or trainers, and the
projected date the employee will be qualified to assume
the job
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8. Chapter 14: Managing Human Resources
Posting Job Openings
• Each available position should be posted as soon as it is open
• Some hotels make positions available to internal applicants
before outside applicants
• Openings can also be announced at department meetings
• Internal postings should be done in a prominent place, such as
the employee lounge
• Properties may choose to post entry-level positions as well, so
that employees can encourage friends and relatives to apply
• Postings should include comprehensive descriptions of the
qualifications, skill requirements, shift, and pay
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9. Chapter 14: Managing Human Resources
External Recruiting—Advantages
• Brings new talent, new ideas into a company
• Enables recruiter to find out about competing companies
• Reinforces positive aspects of a company
• Avoids “politics” of internal recruiting
• Serves as a form of advertising
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10. Chapter 14: Managing Human Resources
External Recruiting—Disadvantages
• Difficult to find a good fit with company’s culture
• May create morale problems if no opportunities for
current staff
• Orientation takes longer
• Lowers productivity in the short run
• Conflicts with internal and external recruits
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11. Chapter 14: Managing Human Resources
External Recruiting—Methods
• Advertising: internal; Intranet; website; media
• Networking
• Temporary employment agencies
• Employee referral programs
• Tax credits
• Workers with disabilities
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12. Chapter 14: Managing Human Resources
Advantages of Temporary Employees
• Reduce overtime, recruitment and hiring expenses
• Provide already screened and trained employees
• Be able to supply complete work crews
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13. Chapter 14: Managing Human Resources
Disadvantages of Temporary Employees
• Lack training in property-specific procedures
• Will need time to become familiar with the hotel layout
and amenities
• Are likely to be less productive and need more
supervision than staff members
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14. Chapter 14: Managing Human Resources
Employee Referral Programs
• Encourage employees to recommend friends and
relatives for open positions by offering rewards
• The size of the reward must be established at the outset
• The length of time that the new employee must remain in
order to qualify for the reward must also be specified at
the outset
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15. Chapter 14: Managing Human Resources
Workers with Disabilities
• Are well-suited to certain front office positions, such as
telephone operator and reservations agent
• Are usually highly motivated and are apt to view their
work as important evidence of their ability, skill, and
independence
• Can be recruited through local government job training
agencies and training schools
• May qualify an employer for tax incentives
• Must be provided with work areas that are compatible
with their special needs, while job descriptions must be
explicit about any restrictions that would exclude them
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16. Chapter 14: Managing Human Resources
Selecting the Right Candidate
In order to select the right person to fill a vacancy, it is
necessary to answer two very different types of questions:
1. Does the candidate have the skills necessary to do the job?
• Language skills
• Mathematical skills
• Keyboard (typing) skills
Continued
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17. Chapter 14: Managing Human Resources
Selecting the Right Candidate
2. Does the candidate have the personal qualities
Continued from previous slide…
necessary to uphold the hotel’s image and values?
• Congeniality
• Flexibility
• Professional attitude
• Self-motivation
• Well-groomed appearance
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18. Chapter 14: Managing Human Resources
Job Descriptions
• List all the tasks and related information that make up a
work position
• May also outline reporting relationships, responsibilities,
working conditions, equipment and material used, etc.
• Are especially helpful in recruiting and selecting employees
• May also explain how a work position relates to other
positions in the department
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19. Chapter 14: Managing Human Resources
Job Specifications
• List and describe the personal qualities, skills, traits,
educational background, and experience needed to
successfully perform the tasks described in the job
description
• May be created by drawing on the knowledge of other front
office staff members
• May include terminology that relates to the specific needs of
the front office
• May reflect the specific working environment of that property
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20. Chapter 14: Managing Human Resources
Methods Used to Evaluate Applicants
• Reviewing completed job application forms
• Checking applicant references
• Running a police background check
• Conducting drug tests
• Interviewing selected applicants
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21. Chapter 14: Managing Human Resources
Mistakes to Avoid while Evaluating Applicants
• Do not assume that former employers will be candid in
discussing an applicant
• If drug tests are conducted, they must apply to all
applicants, not just some
• Job application forms must not request information that
violate anti-discrimination laws
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22. Chapter 14: Managing Human Resources
Common Interviewing Errors
• Similarity error
• Contrast error
• Overweighting negative information
• First-impression error
• Halo effect
• Devil’s horns
• Faulty listening and memory
• Recency error
• Nonverbal factors
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23. Chapter 14: Managing Human Resources
Interviewing Objectives
• Establish working relationship
• Collect information from applicant
• Provide information to applicant
• Promote the company
• Create goodwill
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24. Chapter 14: Managing Human Resources
Closed-Ended Questions
Prompt applicants to answer with “yes,” “no,” or other short
responses. Examples:
• “Do you like your current job?”
• “When did you graduate?”
• “How long have you lived in this city?”
• “Who suggested that you apply for this position?”
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25. Chapter 14: Managing Human Resources
Open-Ended Questions
Prompt applicants to answer with more than just “yes,”
“no,” or other short responses. Examples:
• “What do you dislike about your current job?”
• “Can you describe the best boss you’ve had?”
• “How would your co-workers describe you?”
• “What was the worst thing that happened to you at work?
How did you handle it?”
• “What do you want to be doing three years from now?”
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26. Chapter 14: Managing Human Resources
Other Valuable Interviewing Techniques
• Following up on a specific question with one that requires a
more in-depth response
• Asking the applicant for a list rather than a single response
• Probing for additional information if a response is
unsatisfactory
• Using short affirmative responses such as “Please go on”
and “I see” or silence to encourage the applicant to
continue talking
• Suggesting sample answers when the applicant does not
seem to understand the question
• Making comments rather than always asking questions
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27. Chapter 14: Managing Human Resources
Interview Questions
Interview questions must be based on sound business
reasoning and should be directly relevant to the position.
Questions should not solicit information that cannot be legally
used in a hiring decision, such as:
• Age
• Religion or creed
• Birthplace
• National origin
• Citizenship
Continued
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28. Chapter 14: Managing Human Resources
Continued from previous slide…
Interview Questions
• Lifestyle
• Race
• Height and weight
• Disabilities
• Etc.
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29. Chapter 14: Managing Human Resources
Conditional Job Offers
The U.S. federal government requires that all employees
must prove their legal right to work in the United States
before employment can begin. In addition, a job offer may
be made conditional on the results of:
• A medical examination
• A drug test
• A criminal record check
• Validation of previous employment
If these conditions are required, they must be mandatory
for all new hires.
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30. Chapter 14: Managing Human Resources
Hiring Periods
• Begin when an employer extends an offer to a
prospective employee
• Are a time for making all the necessary arrangements to
prepare new employees for successful working
relationship with their new colleagues
• Lasts through the recruit’s initial on-the-job adjustments
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31. Chapter 14: Managing Human Resources
Job Offers
1. Extending the Offer
2. Negotiating the Offer
3. Completing the Offer
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32. Chapter 14: Managing Human Resources
Processing Personnel Records
While a new employee’s personnel records are being
processed, the new recruit should also learn about:
• What management expects in the way of service
• Goals and expectations
• Time cards
• Pay procedures
• House rules
• Reporting instructions
• Uniforms
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33. Chapter 14: Managing Human Resources
Orientation
The orientation process should include information about:
• The hotel
• The benefits
• The working conditions
• The job
• The front office team
• The rules and regulations
• The building and grounds
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34. Chapter 14: Managing Human Resources
Four-Step Training Method
1. Prepare to train
2. Present the training
3. Practice skills
4. Follow up
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35. Chapter 14: Managing Human Resources
Preparing to Train
Preparation is essential for successful training. Before
training begins, a manager must analyze the job and
assess the training needs of the staff by using these tools:
• Job analysis
• Job knowledge
• Task lists
• Job breakdowns
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36. Chapter 14: Managing Human Resources
Job Analysis
The foundation for training and for preventing performance
problems is job analysis, which consists of determining:
• What knowledge staff members must have
• What tasks they need to perform
• The standards they must meet when performing them
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37. Chapter 14: Managing Human Resources
Job Knowledge
Job knowledge can be divided into three categories:
1. Knowledge for all employees
2. Knowledge for front office employees
3. Knowledge specific to a position like a front desk agent
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38. Chapter 14: Managing Human Resources
Task Lists
• Should reflect the total job responsibility of a position
• Should begin with verb whenever practical
• Should clearly indicate exactly what needs to be done
• Should be arranged in an order that reflects the logical
sequence of daily responsibilities
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39. Chapter 14: Managing Human Resources
Job Breakdowns
Job breakdowns explain how to complete each task by
covering:
• Required equipment and supplies
• Steps
• How-to instructions
• Helpful tips
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40. Chapter 14: Managing Human Resources
Performance Standards
• State the specific observable and measurable steps a
staff member must take to accomplish the task
• Should be created by a standards group in consultation
with the front office manager
• Must be observable and measurable
• Can be tested by asking whether a manager an evaluate
a staff member’s performance by simply checking a
“Yes” or “No” in the performance review column
• May include written tests to verify that employees have
mastered the required knowledge
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41. Chapter 14: Managing Human Resources
Analyzing the Training Needs of New Employees
Before training of a new employee begins, a manager
should create a list of essential tasks and rate each one
according to whether it needs to be mastered:
1. Prior to working alone on the job
2. Within two weeks on the job
3. Within two months on the job
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42. Chapter 14: Managing Human Resources
Presenting the Training
• Well-developed job breakdowns provide all the
information needed to present the training.
• Give staff members the job breakdowns in advance.
• Follow the sequence of each step in each job
breakdown.
• For each step, show and tell staff members what to do,
how to do it, and why the details are important.
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43. Chapter 14: Managing Human Resources
Practicing Skills
• Once the trainees have learned the skills, they should try
to perform them alone.
• Make sure that they demonstrate each step of the task
presented during the training session.
• Managers should resist the urge to do the tasks for the
trainees.
• Make sure that trainees understand not only how to
perform each step but also the purpose of each step.
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44. Chapter 14: Managing Human Resources
Following Up on Training
Once training has been completed, it is important to follow up by:
• Providing opportunities to use and demonstrate the newly
acquired skills
• Encouraging employees to discuss the training with their co-workers
• Providing ongoing communication about progress and concerns
• Continuing to coach on the job
• Giving constant feedback
• Evaluating employees’ progress
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45. Chapter 14: Managing Human Resources
Tips for Staff Scheduling
• A schedule should cover a full workweek.
• Scheduling can be based on seniority or on other
criteria, as long as the manager is consistent and fair.
• Schedules should be posted at least three days prior to
the start of the next workweek.
• Days off, vacation time, and requested days off should
be indicated.
• The current week’s schedule should be reviewed on a
daily basis and changes noted on the posted version.
• A copy of the schedule can be used to monitor
attendance of employees.
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46. Chapter 14: Managing Human Resources
Alternative Scheduling Techniques
• Part-time scheduling
• Flextime scheduling
• Compressed schedules
• Job sharing
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47. Chapter 14: Managing Human Resources
Motivating Employees
• Training
• Cross-training
• Recognition
• Communication
• Incentive programs
• Performance appraisals
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48. Chapter 14: Managing Human Resources
In-House Newsletters
An in-house newsletter can be an effective means of
communication. Topics for articles can include:
• Job opening announcements
• Arriving or in-house VIPs
• Special events
• Announcements about promotions, transfers, resignations,
new recruits, and retirements
• Performance tips
• Special recognition awards
• Birthday, marriage, engagement, and birth announcements
• Upcoming event information
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49. Chapter 14: Managing Human Resources
Bulletin Boards
Bulletin boards are another effective means of internal
communication. They should be placed in a central location
in order to inform employees about:
• Schedules
• Announcements
• VIPs in house or arriving
• Group functions
• Regular training sessions
• Reminders
• Other pertinent information
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50. Chapter 14: Managing Human Resources
Incentive Programs
A well-designed incentive program should:
• Recognize and reward exceptional staff performance
• Increase staff productivity
• Demonstrate a commitment to guest satisfaction
• Promote staff participation in revenue and service
improvement through suggestions for improvement
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51. Chapter 14: Managing Human Resources
Basic Guidelines for Developing an Incentive Program
• Develop an incentive program that is appropriate and
specific to the front office.
• Outline the specific goals and objectives for the program.
• Define the conditions and requirements that front office
staff must meet to receive recognition and rewards.
• Brainstorm a variety of rewards and obtain the
necessary approvals for any expenditure.
• Determine the date and time the program will begin.
• Be sure the program is sustainable.
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52. Chapter 14: Managing Human Resources
Incentive Program Rewards
• Commendation letters
• Certificates of appreciation
• Public photo display
• Recognition dinners or events
• Gift certificates
• Complimentary weekend packages
• Special parking privileges
• Recognition plaques
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53. Chapter 14: Managing Human Resources
Performance Appraisals
A performance appraisal:
• Affords each member of the front office staff with formal
written feedback on his or her job performance.
• Identifies strengths and weaknesses in performance.
• Provides plans and actions for improvement.
• Allows the manager and the employee to work together
to develop specific goals and agree on progress dates.
• Recognizes and rewards outstanding performance.
• Help identify employee compatibility with a specific work
position.
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