The document discusses human resources management principles and practices that foster a successful work environment, emphasizing organizational design, recruitment, and performance management. It outlines steps for effective performance management including planning, setting objectives, and evaluating employee performance, while promoting continuous improvement and staff development. Best-practice organizations are highlighted for their effective management practices, work ethic, and ability to empower employees while encouraging innovation.

1. © 2005, Educational Institute
Chapter 8
Human Resources
Fundamentals of Destination Management and Marketing
(323TXT)

2. © 2005, Educational Institute
Human Resources Management
Fosters success by facilitating the right work
environment 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 and
understood by staff.
• Employees are free to think and grow personally
and are free from sexual or other forms of
harassment.

3. © 2005, Educational Institute
Human Resources Management
• Strategic roles
o Organizational design and succession planning
o Recruiting plan design
o Design and implementation of compensation and benefit
plans
o Employee relations
• Operational roles
o Recruiting
o Employee relations
o Compensation and benefit administration
o Training
o Compliance

4. © 2005, Educational Institute
Performance Management
• The process of managing people in a manner
that allows the organization to execute the
vision and mission statements
• Drives alignment and focus and ensures that all
human and capital resources are headed in the
same direction toward the same performance
objectives

5. © 2005, Educational Institute
Performance 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. © 2005, Educational Institute
Planning
• Today’s long-term strategic plan typically covers a
three-year period.
• The fundamental question asks what the
organization is meant to achieve and how it will be
done.
• The process starts with mission and vision
statements.
• Short-term planning is where day-to-day operations
meet long-term planning.

7. © 2005, Educational Institute
Setting Cascading Performance
Objectives
• Define five or so of the most important ways to
achieve the organization’s mission. These become
the CEO’s performance objectives.
• CVB employees identify two to five of their own
objectives that are supportive of more senior
objectives.
• Objectives are statements of outcomes and require
statements of how success will be measured.

8. © 2005, Educational Institute
Performance Reporting and
Accountability
• Formal process meant to reflect accountability,
transparency, and integrity
o Accountability: results
o Transparency: what you see is what you
get
o Integrity: reflection of the organization’s
ethical standards
• Becomes the basis for ongoing performance
coaching

9. © 2005, Educational Institute
The 3P Performance Report
• Deals with problems, progress, and plans
• Facilitates accountability, communication,
coaching, and performance improvement
• Becomes the basis for the formal performance
evaluation and prevents surprises
• Identifies problems early

10. © 2005, Educational Institute
Performance Evaluation
• Logical follow-up to performance reporting
• Should occur more frequently than annually
• Two main components
o Performance related to agreed-upon objectives
o Core competencies relevant to the particular job
or job family

11. © 2005, Educational Institute
Performance Coaching
• Managers are moved into the realm of personal
and professional development.
• Use tact, sensitivity, and a balanced response
when confronting an issue.
• Take notes, agree on action plans, and request
feedback and confirmation.

12. © 2005, Educational Institute
Personal and Professional Development
• A systematic approach to developing the
competencies, skills, talents, knowledge, and
related attributes of all employees
• Involves determining which competencies are
necessary to get the job done, relating the
competencies to resulting benchmarks, and
closing the gap
• Should include clear action plans and timelines
for follow-up

13. © 2005, Educational Institute
Continuous and Never-Ending
Improvement
• Part of the ethos or fundamental value system
of 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 is
essential

14. © 2005, Educational Institute
Best-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