BHCT 407 Unit 1 PLANNING AND ORGANISING continued

 The Selection is a process of picking the right candidate with prerequisite qualifications and capabilities to fill the jobs in the organization.

Identifying Sources of Labour

1. Internal Sources

2. External Sources

1.      Identifying Sources of Labour

SOURCES OF EMPLOYEES

 (A) Internal Sources:

Best employees can be found within the organization. When a vacancy arises in the organisation, it may be given to an employee who is already on the pay-roll. Internal sources include promotion, transfer and in certain cases demotion. When a higher post is given to a deserving employee, it motivates all other employees of the organisation to work hard. The employees can be informed of such a vacancy by internal advertisement.

1. Transfers:

Transfer involves shifting of persons from present jobs to other similar jobs. These do not involve any change in rank, responsibility or prestige. The numbers of persons do not increase with transfers.

2. Promotions:

Promotions refer to shifting of persons to positions carrying better prestige, higher responsibilities and more pay. The higher positions falling vacant may be filled up from within the organisation. A promotion does not increase the number of persons in the organisation.

A person going to get a higher position will vacate his present position. Promotion will motivate employees to improve their performance so that they can also get promotion.

3. Present Employees:

The present employees of a concern are informed about likely vacant positions. The employees recommend their relations or persons intimately known to them. Management is relieved of looking out prospective candidates.

The persons recommended by the employees may be generally suitable for the jobs because they know the requirements of various positions. The existing employees take full responsibility of those recommended by them and also ensure of their proper behaviour and performance.

Advantages of Internal Sources:

1. Improves morale:

When an employee from inside the organisation is given the higher post, it helps in increasing the morale of all employees. Generally every employee expects promotion to a higher post carrying more status and pay (if he fulfills the other requirements).

2. No Error in Selection:

When an employee is selected from inside, there is a least possibility of errors in selection since every company maintains complete record of its employees and can judge them in a better manner.

3. Promotes Loyalty:

It promotes loyalty among the employees as they feel secured on account of chances of advancement.

4. No Hasty Decision:

The chances of hasty decisions are completely eliminated as the existing employees are well tried and can be relied upon.

5. Economy in Training Costs:

The existing employees are fully aware of the operating procedures and policies of the organisation. The existing employees require little training and it brings economy in training costs.

6. Self-Development:

It encourages self-development among the employees as they can look forward to occupy higher posts.

Disadvantages of Internal Sources:

(i) It discourages capable persons from outside to join the concern.

(ii) It is possible that the requisite number of persons possessing qualifications for the vacant posts may not be available in the organisation.

(B) External Sources:

All organisations have to use external sources for recruitment to higher positions when existing employees are not suitable. More persons are needed when expansions are undertaken.

ADVERTISEMENTS:

The external sources are discussed below:

Methods of External Sources:

1. Advertisement:

It is a method of recruitment frequently used for skilled workers, clerical and higher staff. Advertisement can be given in newspapers and professional journals. These advertisements attract applicants in large number of highly variable quality.

Preparing good advertisement is a specialised task. If a company wants to conceal its name, a ‘blind advertisement’ may be given asking the applicants to apply to Post Bag or Box Number or to some advertising agency.

2. Employment Exchanges:

Employment exchanges in India are run by the Government. For unskilled, semi-skilled, skilled, clerical posts etc., it is often used as a source of recruitment. In certain cases it has been made obligatory for the business concerns to notify their vacancies to the employment exchange. In the past, employers used to turn to these agencies only as a last resort. The job-seekers and job-givers are brought into contact by the employment exchanges.

3. Schools, Colleges and Universities:

Direct recruitment from educational institutions for certain jobs (i.e. placement) which require technical or professional qualification has become a common practice. A close liaison between the company and educational institutions helps in getting suitable candidates. The students are spotted during the course of their studies. Junior level executives or managerial trainees may be recruited in this way.

4. Recommendation of Existing Employees:

The present employees know both the company and the candidate being recommended. Hence some companies encourage their existing employees to assist them in getting applications from persons who are known to them.

In certain cases rewards may also be given if candidates recommended by them are actually selected by the company. If recommendation leads to favouritism, it will impair the morale of employees.

External Sources of Recruitment are Suitable for The Following Reasons:

(i) The required qualities such as will, skill, talent, knowledge etc., are available from external sources.

(ii) It can help in bringing new ideas, better techniques and improved methods to the organisation.

(iii) The selection of candidates will be without preconceived notions or reservations.

(iv) The cost of employees will be minimum because candidates selected in this method will be placed in the minimum pay scale.

(v) The entry of new persons with varied experience and talent will help in human resource mix.

(vi) The existing employees will also broaden their personality.

(vii) The entry of qualitative persons from outside will be in the long-run interest of the organisation.

 

PRESCREENING APPLICANTS

 The prescreening interview is a staff function normally provided to all hotel or hospital departments by the human resources section of the organization. Prescreening is a preliminary interview process in which unqualified applicants—those applicants who do not meet the criteria for a job as specified in the job specification/ special qualifications— are selected (or screened) out. For example, an applicant for a secretarial job that requires the incumbent to take shorthand and be able to type 60 words a minute may be screened out if the applicant is not able to pass a relevant typing and shorthand test. The results of prescreening are usually coded for internal use and are indicated on the applicant processing record.

If human resources screen out a candidate, he or she should be told the reason immediately and thanked for applying for employment. Applicants who are not screened out should either be referred to a specific department for interview or, if all immediate positions are filled, have their applications placed in a department pending file for future reference. All applicants should be told that hiring decisions will be made by individual department managers based on the best qualifications from among those interviewed.

A suggested agenda for a prescreening interview is as follows:

1. The initial contact should be cordial and helpful. Many employees are lost at this stage because of inefficient systems established for handling applicants.

2. During the prescreening interview, try to determine what the employee is seeking, whether such a position is available, or, if not, when such a position might become available.

3. Review the work history as stated on the application to determine whether the applicant meets the obvious physical and mental qualifications, as well as important human qualifications such as emotional stability, personality, honesty, integrity, and reliability.

4. Do not waste time if the applicant is obviously not qualified or if no immediate position is available. When potential vacancies or a backlog of applicants exists, inform the candidate. Be efficient in stating this to the applicant. Always make sure that the applicant gives you a phone number in order that he or she may be called at some future date. Because most applicants seeking employment are actively seeking immediate work, applications more than 30 days old are usually worthless.

 5. If at all possible, an immediate interview by the department manager should be held after screening. If this is not possible, a definite appointment should be made for the candidate’s interview as soon as possible.

THE INTERVIEW

An interview should be conducted by a manager of the department to which the applicant has been referred. In ongoing operations, it is often wise to also allow the supervisor for whom the new employee will work to visit with the candidate in order that the supervisor may gain a feel for how it would be to work together. The supervisor’s view should be considered, since a harmonious relationship at the working level is important. Although the acceptance of an employee remains a prerogative of management, it would be unwise to accept an employee into a position when the supervisor has reservations about the applicant.

Certain personal characteristics should be explored when interviewing an employee. Some of these characteristics are native skills, stability, reliability, and experience, attitude toward employment, personality, physical traits, stamina, age, sex, education, previous training, initiative, alertness, appearance, and personal cleanliness. Although employers may not discriminate against race, sex, age, religion, and nationality, overall considerations may involve the capability to lift heavy objects, enter men’s or women’s restrooms, and so on. In a housekeeping (or environmental services) department, people should be employed who find enjoyment in housework at home. Remember that character and personality cannot be completely judged from a person’s appearance. Also, it should be expected that a person’s appearance will never be better than when that person is applying for a job.

Letters of recommendation and references should be carefully considered. Seldom will a letter of recommendation be adverse, whereas a telephone call might be most revealing. If it were necessary to select the most important step in the selection process, interviewing would be it. Interviewing is the step that separates those who will be employed from those who will not. Poor interviewing techniques can make the process more difficult and may produce a result that can be frustrating and damaging for both parties. In addition, inadequate interviewing will result in gaining incorrect information, being confused about what has been said, suppression of information, and, in some circumstances, the candidate’s complete withdrawal from the process.

A well-accepted list of the steps for a successful interview process is as follows:

1. Be prepared: Have a checklist of significant questions ready to ask the candidate. Such questions may be prepared from the body of the job description. This preparation will allow the interviewer to assume the initiative in the interview.

 2. Find a proper place to conduct the interview: The applicant should be made to feel comfortable. The interview should be conducted in a quiet, relaxing atmosphere where there is privacy that will bring about a confidential conversation.

3. Practice: People who conduct interviews should practice interviewing skills periodically. Several managers may get together and discuss interviewing techniques that are to be used.

4. Be tactful and courteous: Put the applicant at ease, but also control the discussion and lead to important questions.

5. Be knowledgeable: Be thoroughly familiar with the position for which the applicant is interviewing in order that all of the applicant’s questions may be answered. Also, have significant background knowledge in order that general information about the company may be given.

 6. Listen: Encourage the applicant to talk. This may be done by asking questions that are not likely to be answered by a yes or no. If people are comfortable and are asked questions about themselves, they will usually speak freely and give information that specific questions will not always bring out. Applicants will usually talk if there is a feeling that they are not being misunderstood.

7. Observe: Much can be learned about an applicant just by observing reactions to questions, attitudes about work, and, specifically, attitudes about providing service to others. Observation is a vital step in the interviewing process.

Types of Interviews

1. Traditional One to One Personal Interview

2. Panel Interview

3. Screening interview

4. Mealtime Interview

5. Stress Interview

6. Behavioral Interview

7. Group Interview

Disadvantages of Interviews

Halo Effect

Halo effect (sometimes called the halo error) is the tendency for positive impressions of a person, company, brand or product in one area to positively influence one's opinion or feelings in other areas

Horns Effect

The horn effect, closely related to the halo effect, is a form of cognitive bias that causes one's perception of another to be unduly influenced by a single negative trait.

Contrast Error

The error which occurs when the candidates are compared with one another rather than being compared to the job requirements for the particular job position.

EVALUATION

The panel members evaluate the applicants on the basis of their performance in the interviews while considering their skills, mental abilities and knowledge suited for the particular job title.

HIRING AND ORIENTATION

Once the applicant clears all rounds he/she is selected for hiring in the organisation for the job title applied for.

A carefully planned, concerned, and informational orientation program is significant to the first impressions that a new employee will have about the hospital or hotel in general and the housekeeping department in particular. Too often, a new employee is told where the work area and restroom are, given a cursory explanation of the job, then put to work. It is not uncommon to find managers putting employees to work who have not even been processed into the organization, an unfortunate situation that is usually discovered on payday when there is no paycheck for the new employee. Such blatant disregard for the concerns of the employee can only lead to a poor perception of the company. A planned orientation program will eliminate this type of activity and will bring the employee into the company with personal concern and with a greater possibility for a successful relationship. A good orientation program is usually made up of four phases: employee acquisition, receipt of an employee’s handbook, tour of the facility, and an orientation meeting.

The new employee should be provided with a copy of the hotel or hospital employee’s handbook and should be told to read it thoroughly. Since the new housekeeping employee is not working just for the housekeeping department but is to become integrated as a member of the entire staff, reading this handbook is extremely important to ensure that proper instructions in the rules and regulations of the hotel are presented. The handbook should be developed in such a way as to inspire the new employee to become a fully participating member of the organization. As an example, a generic employee’s handbook is presented in Appendix B. Note the tone of the welcoming letter and the manner in which the rules and regulations are presented.

Orientation Meeting

The orientation meeting should not be conducted until the employee has had an opportunity to become at least partially familiar with the surroundings. After approximately two weeks, the employee will have many questions about experiences, the new job, training, and the rules and regulations listed in the Property and Department Handbooks (see the following section on training). Employee orientation meetings that are scheduled too soon fail to answer many questions that will develop within the first two weeks of employment.

The meeting should be held in a comfortable setting, with refreshments provided. It is usually conducted by the director of human resources and is attended by as many of the facility managers as possible. Most certainly, the general manager or hospital administration members of the executive committee, the security director, and the new employees’ department heads should attend. Each of these managers should have the anxieties and fears that a new employee may have. When a good orientation is neglected, the seeds of dissatisfaction are planted.

TRAINING

 The efficiency and economy with which any department will operate will depend on the ability of each member of the organization to do his or her job. Such ability will depend in part on past experiences, but more commonly it can be credited to the type and quality of training offered. Employees, regardless of past experiences, always need some degree of training before starting a new job.

Small institutions may try to avoid training by hiring people who are already trained in the general functions with which they will be involved. However, most institutions recognize the need for training that is specifically oriented toward the new experience, and will have a documented training program. Some employers of housekeeping personnel find it easier to train completely unskilled and untrained personnel. In such cases, bad or undesirable practices do not have to be trained out of an employee. Previous experience and education should, however, be analyzed and considered in the training of each new employee in order that efficiencies in training can be recognized. If a new employee can demonstrate an understanding of department standards and policies, that portion of training may be shortened or modified. However, skill and ability must be demonstrated before training can be altered. Finally, training is the best method to communicate the company’s way of doing things, without which the new employee may do work contrary to company policy.

Benefits of Training

• Increased job satisfaction and morale among employees
• Increased employee motivation
• Increased efficiencies in processes, resulting in financial gain
• Increased capacity to adopt new technologies and methods
• Increased innovation in strategies and products
• Reduced employee turnover
• Enhanced company image
• Reduced accident rate due to enhanced safety

First Training

 First training of a new employee actually starts with a continuation of department orientation. When a new employee is turned over to the housekeeping or environmental services department, orientation usually continues by familiarizing the employee with department rules and regulations. Many housekeeping departments have their own department employee handbooks. Although these handbooks are for completely different types of organizations, the substance of their publications is essentially the same: both are designed to familiarize each new employee with his or her surroundings. Handbooks should be written in such a way as to inspire employees to become team members, committed to company objectives.

A Systematic Approach to Training

Training may be defined as those activities that are designed to help an employee begin performing tasks for which he or she is hired or to help the employee improve performance in a job already assigned. The purpose of training is to enable an employee to begin an assigned job or to improve upon techniques already in use. In hotel or hospital housekeeping operations, there are three basic areas in which training activity should take place: skills, attitudes, and knowledge.

Skills Training A sample list of skills in which a basic housekeeping employee must be trained follows:

1. Bed making: Specific techniques; company policy

 2. Vacuuming: Techniques; use and care of equipment

3. Dusting: Techniques; use of products

4. Window and mirror cleaning: Techniques and products

5. Setup awareness: Room setups; what a properly serviced room should look like

6. Bathroom cleaning: Tub and toilet sanitation; appearance; methods of cleaning and results desired

7. Daily routine: An orderly procedure for the conduct of the day’s work; daily communications

8. Caring for and using equipment: Housekeeper cart; loading

9. Industrial safety: Product use; guest safety; fire and other emergencies.

 Positive relationships with various agencies and people also need to be developed. The following are areas in which attitude guidance is important:

1. The guest/patient

2. The department manager and immediate supervisor

3. A guestroom that is in a state of great disarray

 4. The hotel and company

5. The uniform

6. Appearance

 7. Personal hygiene

 Meeting Standards

The most important task of the trainer is to prepare new employees to meet standards. With this aim in mind, sequence of performance in cleaning a guestroom is most important in order that efficiency in accomplishing day-to-day tasks may be developed. In addition, the best method of accomplishing a task should be presented to the new trainee. Once the task has been learned, the next thing is to meet standards, which may not necessarily mean doing the job the way the person has been trained.

Knowledge Training Areas of knowledge in which the employee needs to be trained are as follows:

 1. Thorough knowledge of the hotel layout; employee must be able to give directions and to tell the guest about the hotel, restaurants, and other facilities

2. Knowledge of employee rights and benefits

3. Understanding of grievance procedure

4. Knowing top managers by sight and by name

Ongoing Training There is a need to conduct ongoing training for all employees, regardless of how long they have been members of the department. There are two instances when additional training is needed: 1) the purchase of new equipment, and 2) change in or unusual employee behavior while on the job. When new equipment is purchased, employees need to know how the new equipment differs from present equipment, what new skills or knowledge are required to operate the equipment, who will need this knowledge, and when. New equipment may also require new attitudes about work habits.

Employee behavior while on the job that is seen as an indicator for additional training may be divided into two categories: events that the manager witnesses and events that the manager is told about by the employees.

 Events that the manager witnesses that indicate a need for training are frequent employee absence, considerable spoilage of products, carelessness, a high rate of accidents, and resisting direction by supervisors. Events that the manager might be told about that indicate a need for training are that something doesn’t work right (product isn’t any good), something is dangerous to work with, or something is making work harder.

Although training is vital for any organization to function at top efficiency, it is expensive. The money and man-hours expended must therefore be worth the investment. There must be a balance between the dollars spent training employees and the benefits of productivity and high-efficiency performance. A simple method of determining the need for training is to measure performance of workers: Find out what is going on at present on the job, and match this performance with what should be happening. The difference, if any, describes how much training is needed. In conducting performance analysis, the following question should be asked: Could the employee do the job or task if his or her life depended on the result? If the employee could not do the job even if his or her life depended on the outcome, there is a deficiency of knowledge (DK). If the employee could have done the job if his or her life depended on the outcome, but did not, there is a deficiency of execution (DE). Some of the causes of deficiencies of execution include task interference, lack of feedback (employee doesn’t know when the job is being performed correctly or incorrectly), and the balance of consequences (some employees like doing certain tasks better than others). If either deficiency of knowledge or deficiency of execution exists, training must be conducted. The approach or the method of training may differ, however. Deficiencies of knowledge can be corrected by training the employee to do the job, then observing and correcting as necessary until the task is proficiently performed. Deficiency of execution is usually corrected by searching for the underlying cause of lack of performance, not by teaching the actual task.

Training Methods

There are numerous methods or ways to conduct training. Each method has its own advantages and disadvantages, which must be weighed in the light of benefits to be gained. Some methods are more expensive than others but are also more effective in terms of time required for comprehension and proficiency that must be developed. Several useful methods of training housekeeping personnel are listed and discussed.

On-the-Job Training

Using on-the-job training (OJT), a technique in which ‘‘learning by doing’’ is the advantage, the instructor demonstrates the procedure and then watches the students perform it.With this technique, one instructor can handle several students. In housekeeping operations, the instructor is usually a GRA who is doing the instructing in the rooms that have been assigned for cleaning that day. The OJT method is not operationally productive until the student is proficient enough in the training tasks to absorb part of the operational load.

Simulation Training

With simulation training, a model room (unrented) is set up and used to train several employees. Whereas OJT requires progress toward daily production of ready rooms, simulation requires that the model room not be rented. In addition, the trainer is not productive in cleaning ready rooms. The advantages of simulation training are that it allows the training process to be stopped, discussed, and repeated if necessary. Simulation is an excellent method, provided the trainer’s time is paid for out of training funds, and clean room production is not necessary during the workday.

Coach-Pupil Method

The coach-pupil method is similar to OJT except that each instructor has only one student (a one-to-one relationship). This method is desired, provided that there are enough qualified instructors to have several training units in progress at the same time.

Off the Job Training

When an employee has to go outside the premises of an organisation to pursue training in the form of discussions, seminars, workshops, case studies, conferences.

Refresher Training

Training conducted to refresh the skills and memory of the staff.

Remedial Training

Training given to employees when a new method or a standard has to be introduced in the department due to the competition prevailing in the market, changing demands and needs of the guests or recent trends in the department.

Other Methods

Lectures

The lecture method reaches the largest number of students per instructor. Practically all training programs use this type of instruction for certain segments. Unfortunately, the lecture method can be the dullest training technique, and therefore requires instructors who are gifted in presentation capabilities. In addition, space for lectures may be difficult to obtain and may require special facilities.

Conferences

 The conference method of instruction is often referred to as workshop training. This technique involves a group of students who formulate ideas, do problem solving, and report on projects. The conference or workshop technique is excellent for supervisory training.

Demonstrations

When new products or equipment are being introduced, demonstrations are excellent. Many demonstrations may be conducted by vendors and purveyors as a part of the sale of equipment and products. Difficulties may arise when language barriers exist. It is also important that no more information be presented than can be absorbed in a reasonable period of time; otherwise, misunderstandings may arise.

Training Aids

Many hotels use training aids in a conference room, or post messages on an employee bulletin board. Aside from the usual training aids such as chalkboards, bulletin boards, charts, graphs, and diagrams, photographs can supply clear and accurate references for how rooms should be set up, maids’ carts loaded, and routines accomplished. Most housekeeping operations have films on guest contact and courtesy that may also be used in training. Motion pictures speak directly to many people who may not understand proper procedures from reading about them. Many training techniques may be combined to develop a well-rounded training plan.

Development

It is possible to have two students sitting side by side in a classroom, with one being trained and the other being developed. Recall that the definition of training is preparing a person to do a job for which he or she is hired or to improve upon performance of a current job. Development is preparing a person for advancement or to assume greater responsibility. The techniques are the same, but the end result is quite different. Whereas training begins after orientation of an employee who is hired to do a specific job, upon introduction of new equipment, or upon observation and communication with employees indicating a need for training, development begins with the identification of a specific employee who has shown potential for advancement. Training for promotion or to improve potential is in fact development and must always include a much-neglected type of training: supervisory training. Many forms of developmental training may be given on the property; other forms might include sending candidates to schools and seminars.

Developmental training is associated primarily with supervisors and managerial development and may encompass many types of experiences. Note the various developmental tasks that the trainee must perform over a period of 12 months. Also note the position of the person who will coach the development in the various skills, and the time expected to be spent in each area. Development of individuals within the organization looks to future potential and promotion of employees. Specifically, those employees who demonstrate leadership potential should be developed through supervisory training for advancement to positions of greater responsibility. Unfortunately, many outstanding workers have their performance rewarded by promotion but are given no development training. The excellent section housekeeper who is advanced to the position of senior housekeeper without the benefit of supervisory training is quickly seen to be unhappy and frustrated and may possibly become a loss to the department. It is therefore most essential that individual potential be developed in an orderly and systematic manner, or else this potential may never be recognized. While undergoing managerial development, student and management alike should not lose sight of the primary aim of the program, which is the learning and potential development of the trainee, not departmental production. Even though there will be times that the trainee may be given specific responsibilities to oversee operations, clean guestrooms, or service public areas, advantage should not be taken of the trainee or the situation to the detriment of the development function. Development of new growth in the trainee becomes difficult when the training instructor or coordinator is not only developing a new manager but is also being held responsible for the production of some aspect of housekeeping operations.

RECORDS AND REPORTS

Whether you are conducting a training or a development program, suitable records of training progress should be maintained both by the training supervisor and the student. Periodic evaluations of the student’s progress should be conducted, and successful completion of the program should be recognized. Public recognition of achievement will inspire the newly trained or developed employee to achieve standards of performance and to strive for advancement. Once an employee is trained or developed and his or her satisfactory performance has been recognized and recorded, the person should perform satisfactorily to standards. Future performance may be based on beginning performance after training. If an employee’s performance begins to fall short of standards and expectations, there has to be a reason other than lack of skills. The reason for unsatisfactory performance must then be sought out and addressed. This type of followup is not possible unless suitable records of training and development are maintained and used for comparison.

EVALUATION AND PERFORMANCE APPRAISAL

 Although evaluation and performance appraisal for employees will occur as work progresses, it is not uncommon to find the design of systems for appraisal as part of organization and staffing functions. This is true because first appraisal and evaluation occurs during training, which is an activity of staffing. Once trainees begin to have their performance appraised, the methods used will continue throughout employment. As a part of training, new employees should be told how, when, and by whom their performances will be evaluated, and should be advised that questions regarding their performance will be regularly answered.