The document discusses the importance of human resource management for organizations to become employers of choice. It outlines the key aspects of human resource management including recruitment, selection, training, performance appraisal, compensation and benefits. Effective human resource practices such as developing job descriptions, setting productivity standards, and orienting and training employees are critical to strategic success and competitive advantage. The changing demographics have increased the challenge of attracting, developing and retaining top talent.

2.  To become an employer of choice, the
employer needs to realize that the leadership
and management of human resources are
important.
 It is difficult to recruit ,hire , train, and retain
great employees; the challenge has
increased, in part because the changing
demographics.

3.  The importance of human capital, whether it is
called people, labor, intellectual capital, human
resources, talent, or by some other term meaning
resource that lies within employees and how they
are organized, is increasingly recognize as critical to
strategic success and competitive advantage.
 Creating job descriptions, developing job
specifications, managing payroll and
benefits, handling grievances.

4. Director of Human
Resource
Employment Asst. HR Director Director of Training
Benefits Manager
Manager Daily Operations Person
and development
Coordinator 1-2 Coordinators HR Coordinator Coordinator

5. Performance
Task Analysis Training
Appraisal
Job
Orientation Development
Description
Productivity Selection
Standards
Advertising Recruitment

6.  Task Analysis- examines the task comprise a job to
determine if they are necessary and to gauge their impact
on the guest experience. When approved and listed, the
tasks are incorporated into the job description.
 Job Description- is a detailed description of the activities
and outcomes expected of the person performing specific
job.
Job Specification is sometimes part of job description and
sometimes a separate document. It specifies the qualities
and knowledge of the person needed for the job.

7.  Productivity Standards-are establish for each
position within the organization. Productivity is
measured in how long it takes an associate to do
a particular task or job function. Another way to
measure productivity is to divide the sales by
labor costs and arrive at a factor.
example:
$46,325 total sales = 5 factor
$ 9,265 labor costs
It means for every dollar in labor costs, $5 is
generated.

8.  Another way of expressing employee
productivity is to divide the sales by the
number of employees to arrive at the sales
generated per employee.
 One good way to set productivity standards is
to have a group of the best and quickest
employees do the tasks and see how long
they take; then, average the time it takes.

9.  Recruitment- is finding the most suitable
employee for an available position. The
process begins with announcing opportunity;
sometimes done first within the
organization, then outside.
 Selection- means to select the best qualified
candidate for the position.

10. Application form
Acceptance Selectiontion/offer
submitted
Inititial Interviews Referrence check Acceptance
Physical
Testing Interviews
Examination

11.  Internal Sources
 Employees who are currently hold other positions in
the organization
 External Sources
 Direct applicants
 Referrals
 Help-wanted Advertisements
 Electronic Recruiting
 Employment Agencies
 Colleges and Universities

12.  Structured Interview- an interview in which
questions are prepared in advance and the interviewer
only ask questions listed on the interview sheet.
 Unstructured Interview- in this interview, general
questions are prepared before interview, and
interviewers ask additional questions in response to
the candidate’s answer to questions.
 Semi-structured Interview- this is a combination of
the structured and unstructured interview. A prepared
list of questions is asked of all candidates, followed by
other questions that arise from the prepared
questions.

13.  Directive Interview- it asks specific
information. The interviewer uses printed
form to record the answers to specific
questions about the background of the
applicant
 Non-Directive Interview- consists of
questions that are broad, open-ended and
required narrative answer

14.  Group Interview- conducted by a panel or
committee of three to five interviewers. This
maybe done for considering applicants for
supervisory or higher positions
 Team Method- a team of three interviewers
may interview applicants separately and then
compare notes afterwards. The team may use
different types of questions.

15.  Mental alertness Tests- also known as
intelligence tests, verbal reasoning tests and
personnel tests.
 Clerical Aptitude Tests- these measure the
individual’s speed and accuracy dealing with
similarities and clerical relationships.
 Shop Arithmetic Tests- these measure how
an individual can work out mathematical
problems.

16.  Mechanical Aptitude Tests- these measures
mechanical abilities or skills.
 Space Relations Tests- these measure the
the ability to visualize a constructed object
from a picture pattern.
 Proficiency, Trade or Achievement Tests-
These measure the individual’s proficiency on
the job or trade in which he has prior
experience.

17.  Vocational Interest Tests- Designed to discover
the patterns of employee interest and thus
suggest what types of work may be satisfying to
the individual.
 Dexterity and Manipulation Tests- these test
are given to the applicants for jobs requiring
manual skills, especially the use of fingers.
 Personality Tests- these measure personality
characteristics which are considered to be the
basis of success in the job.

18.  Orientation- is a way to introduce new
employees to the company and the specifics
of the work place and associates. At the
orientation, new employees learn details
about corporation’s history, policies,
procedures, and compensation and benefits.

19.  Training – a carefully planned and handled
effort of management through competent
instructors, to impart “know-how” and to
develop and improve certain phases of an
individual’s
skills, attitudes, discipline, behavior or
knowledge, to make him either more
effective on his present job or better qualified
for another job.

20.  Apprenticeship- a work-study training method
that teaches job skills through combination of
structured on the job training and classroom
training.
 Simulations- a training method that represents
real-life situation, with trainees making
decisions resulting in in outcomes that mirror
what would happen on the job.

21.  Certification Training- enables individual to
gain corporate or professional certification by
attaining passing scores on practical or
theoretical tests. These tests are generally
job specific and are helpful in motivating
employees.
 Corporate Requires Training- includes many
workshops and seminars on topics such as
safety, workplace values, ethics, harassment,
supporting service excellence , etc.

22.  On the Job Training- it helps to maintain
standards by having
managers, supervisors, trainers, or fellow
employees coach individuals in the most
effective way to do the required work. It
allows the trainee to quickly learn the best
way to do the work based on the experience
of trial and error.

23.  Performance Appraisal- compares an actual
performance with pre-established standards.
Methods of Performance Appraisal
 Making Comparisons- compare one individual
performance with that of others.
 Simple Ranking
 Paired-comparison method

24. Methods of Performance Appraisal
 Rating Individuals- looking at each
employee’s performance relative to a uniform
set of standards, the measurement may
evaluate employees in terms of attributes
believed desirable.
 Graphic Rating Scale
 Behaviorally Anchored Rating Scale

25. Methods of Performance Appraisal
 Measuring Results- performance
measurement that focus on managing
objective, measurable results of a job or work
group.
 Management by Objectives

26.  Development- Natural progression from
appraisal. The employee and his or her
supervisor make a development plan. The
plan will outline development activity and
indicate when the development will take
place.

27.  Employee compensation and benefits are basically divided into
four categories:
1. Guaranteed pay – monetary (cash) reward paid by an employer to
an employee based on employee/employer relations. The most
common form of guaranteed pay is the basic salary.
2. Variable pay – monetary (cash) reward paid by an employer to an
employee that is contingent on discretion, performance or results
achieved. The most common forms are bonuses and sales
incentives.
3. Benefits – programs an employer uses to supplement employees’
compensation, such as paid time-off, medical insurance, company
car, and more.
4. Equity-based compensation – a plan using the employer’s share
as compensation. The most common examples are stock options.

28.  There is a critical shortage problem..
 There is an increased focus on employee
retention.
 There is increased use of flextime.
 Food and Beverage management positions
are difficult to fill.
 There are fewer people in the labor pool with
basic reading, writing , and math skills.

29.  Legal issues in hospitality employment are
increasing concern to hospitality operators as
more lawsuits are brought against them.
 Training has become more important as
hospitality corporations strive to gain a
competitive advantage by offering
outstanding guests service

30. Thank You!!!