Key Concepts, Standards, and Practices

The Human Resource (HR) Department in the hospitality industry is fast becoming strategic
by aligning itself to the property's business plan.

The human resource management's tasks are as follows:

1. Job description and job specification

2. Recruitment
3. Selection
4. Pre-employment requirements
5. Wage and salary administration
6. Training and development
7. Performance evaluation
8. Employee discipline
9. Termination of employment
10. Labor relations

JOB DESCRIPTION/ JOB PROFILE

For the hotel to find suitable candidates for each position, the nature of a particular position
should be well understood.

A job description is a summary of the duties, responsibilities, authorities, relationships, work

environment, and conditions built of a certain position. It outlines the requirements frequency
and scope of a task.

Job descriptions or job profiles increase the accuracy of selecting and hiring personnel. They
also provide the basis for compensation, performance appraisals, and manpower planning

The hotel recruitment and selection process is an organized hiring plan to invite competent
and highly qualified hospitality workers.

RECRUITMENT, SELECTION, AND HIRING

The hotel's recruitment and selection process is a key factor in improving the property's
services. It is crucial that the right person with the right attitude be selected for the job.

Advantages of Hiring the Right Person

1. The right person exudes enthusiasm and passion toward work. An aptly chosen hotelier is
typically more productive than a least qualified one.
2. The right employee learns faster, thus achieving full capacity to perform in a shorter time
and greatly reducing the training cost.
3. The right person requires less supervision and training; the hotel operations manager or
supervisor can focus on other concerns of the hotel. There is less time in training because
the new employee can easily cope with the daily routine.
4. The right employee is more likely to stay with the company. Job satisfaction improves
employee retention.

Recruitment and Selection Process

1. Advertising and Recruiting

Recruitment is the process of generating a pool of qualified applicants for organizational

jobs.

The hotel advertises their vacancies through various media. Some popular forms of
recruitment are through outsourced executive searches, newspaper classified ads, referrals,
job fairs, and online classified ads.

A job advertisement should have the following characteristics:

1. Exudes hotel branding and follows the graphics and text standards set by the hotel's
head office or management
2. Provides information regarding compensation and benefits, and addresses a
prospective employee's most important needs and concerns
3. Provides the most critical job requirements.

2. Initial Screening and Evaluation

Reviewing resumes and application forms can help eliminate obviously unqualified
applicants. Screening and evaluation is based on the job description or the competency
profile of the position.

The four important areas in screening resumes are:

a. Education - It is very important that the education attained by the individual be aligned
with the position he/she is applying for. This move allows the hotel to save on training cost
on new employees as they are assumed to be trained with the necessary skills for the job.

However, some hotels now focus on hiring people based on their attitudes, not skills, as
they believe that emotional intelligence should be given precedence over job skills. Attitude
takes years to be honed as compared to skills.

b.Work Experience - A good indicator of competency for the job opening is if the candidate's
previous work experience are related to meet the position's requirements. Work experiences
accelerates the adjustment of the employe in his he new work environment and saves the of
the employee in his/her new work environment and saves the company valuable training
cost.
c. Promotions - Progress and promotions in each job indicate the ability of a person to thrive
in his/her work environment and gauge the performance of the applicant in his/her work. HR
personnel usually look for promotions and lateral transfers for signs of increasing
responsibilities and the ability to cope with the workload.

• Job Changes - Frequent job changes suggest that the applicant easily becomes
dissatisfied.

1. In-Depth Screening and Interviews

This process may include internal and external candidates. Interviews should be objective
and be based on the requirements stated in the job profile.

The HR Department should also focus on searching for suitable candidates inside the
organization. This allows individuals in the company to grow. In the meantime, external
candidates bring new blood and ideas into the organization.

In whatever way, the screening and interview process should be objective and should
focus on the prime goal, which is to hire the best candidate for the job.

2. Preliminary Selection of a Candidate Selected candidates are informed of the decision.

They are, however, not yet assured of the job since there will still be reference checks and
medical examinations.

3. Reference and Medical Checks

Background investigation is important as this provides information on the validity of the

data mentioned in an applicant's resume. In addition, this checks any violations on company
or local laws made by the candidate to his/her co-employees or third parties. Medical
checks assure the employer that the candidate is free of any illness that can be hazardous to
his/her health and the company.

4. Job Offer

When everything is in order, the HR manager prepares the contract for signing. The details
of the job are likewise discussed in this stage. Among the topics discussed are:

a. Compensation and benefits - The compensation package and benefits the new
employee will enjoy during probationary and upon regularization will be discussed.
b. Relocation requirements (if applicable) - If the applicant is an expatriate, the HR
manager may discuss relocation arrangements if this will be included in the
employment package.
c. Travel requirements - Discuss travel requirements if applicable in the nature of the
job of the new employee. Some people may have apprehensions in traveling or being
in the field.
d. Starting date - Mention the starting date of the employment. This is very important as
this will be the basis on the determination of his / her regularization date.
 e. Deadline for acceptance of the offer - The HR manager should also mention the
deadline of the offer as some vacated positions are in immediate need of
replacement so that hotel operations will not suffer.
f. f. Special job requirements - Peculiarities about certain positions should be
discussed.

Orientation Program

An employee orientation effectively integrates the new employee into the hotel. A good
orientation program aims to assist with employee retention and motivation, maintain job
satisfaction (product knowledge), and enable the new recruit to be a contributing member of
the department.
An orientation program should provide the following:
1. The orientation program should start from expressing the expectations of both the
employee and hotel management. Expectations regarding behavior are usually found in
employee guidelines, handbooks, and policy manuals.
2. Introduce the company's culture, and mission and vision. The structure of the
introduction can be arranged in the following manner:

a. Overview of the organization

b. History of the organization
c. Organizational structure
d. Key executives
e. Mission and vision
f. Company rules and regulation
g. Company salary structure and benefits
h. Disciplinary action

The new hotel employee must be familiar with the basic employee responsibilities, all of
which can be found in the employee manual." The manual is usually comprised of basic
employee responsibilities, such as:

* Attendance and punctuality

* Salaries and benefits scheme
* Performance standards
* Security and safety in the hotel
* Work ethics and personal conduct

3. Introduce the new employee to his/her co-workers, supervisors, and the workplace.

TRAINING

The hotel's business plan and strategies influence what employees need to know and the
skills needed in achieving the company's goal. Training is essential in the job development
of an individual and is, thus, employed in the hospitality industry to improve the level of
performance of the employee. The hotel industry has now realized that facilities and
amenities are just a bare minimum. To gain competitive advantage, they must improve the
level of service.
Companies have become strategic and have started focusing on training programs that have
a direct impact to corporate direction. However, trainings are not the solutions to all
problems. Some problems can stem from the following:

1. Physical facilities and system procedures, such as poor workflow process design, poor
software or hardware systems, and poor service layout, block the efficiency of people. These
include, such as that undermine productivity. 2. Recognition programs are not in place.
Sometimes, morale boosting affirmations, like a pat on the back by the supervisor, would
suffice as a reassurance that the employee is performing well. The staff feels discouraged if
not properly rewarded, either by intrinsic or extrinsic means. Another factor of low morale
among employees is when poor performers are not disciplined.
3. Motivation is an internal problem brought about by poor coaching and counseling of
superiors. Without motivation, the employees' self-worth and confidence levels decrease.

PERFORMANCE APPRAISALS

Performance appraisal or evaluation is a method that provides constructive feedback to an

employee based on certain performance criteria. This practice identifies training needs and
provides bases for salary increases and promotion, performance rewards, and disciplinary
action to name a few.

Performance appraisals, also called employee rating, employee evaluation, performance

review, and results appraisal, measure how well employees are performing their duties as
against their job profiles.

The appraisal system is used for administrative and organizational purposes as it provides
the basis for salary increases and promotions. It likewise helps in succession planning since
it identifies who the desirable employees are. These employees are then trained for an
upper-level position.

Performance evaluation also identifies training gaps and the skills required for a higher
position. Abilities that need to be developed are scheduled by the HR manager for training
sessions.

This method also serves as a yardstick for measuring the performance of an employee and
a tool for ensuring quality management of the organization.

Two Approaches in Performance Appraisal

Performance appraisals can be conducted in two ways. These are:

1. Informal Appraisal - can be conducted over a brief informal meeting with the hotel staff
2. Formal Appraisal or Systematic Appraisal - requires formal contact between the
manager and employee for supervisory impression There are several ways to appraise
employees. Some of the most popular include:
 a. Rating Scale System - The hotel employee is given an equivalent numerical score for
each item on a list of job-related performance characteristics.
b. Behavior Scale - A number value is assigned to job-related behaviors, such as
whether their daily work habits are consistent or how well they respond to deadline
pressure.
c. Essay Appraisal - This method uses a narrative style in appraising employees but is
a bit cumbersome to employ as it takes time to accomplish.
d. Ranking System - This compares individual employees with each other to obtain a
rank by assigning numbers to a list of individuals.

Chart 7.2 Performance Appraisal Process

1. Prepare the employee.

* Set up a convenient time for the employee. The employee should not be bothered by
time constraints because of any pending tasks that he/she needs to finish.
* Provide the employee a copy of his/her last appraisal so he/she can compare his/ her
current performance with it.
2. The appraiser should prepare himself/herself by reviewing the following:
* Previous goals of the candidate
* Strengths of the candidate
* Areas for improvement
* Action plans to address areas that need improvement
3. Conduct the appraisal.
* State the purpose of the performance evaluation and how it will benefit both the company
and the individual.
* Explain the appraisal system employed in the hotel. This will allow the employee to grasp
the concept of how he/ she will be rated.
* Review performance expectations.
* Describe the employee's performance by citing specific situations or examples.
* Explain how the employee's performance exceeded, met, or fell short of the
expectations.
4. Listen to the employee.
* Ask clarifying questions on areas that need to be improved.
* Listen to the employee's responses.
* Paraphrase the employee's response on the feedback.
* All conflicts should be resolved by:
* responding in ways that reflect the evaluation of the employee's responses and views;
* gaining mutual understanding, not total agreement;
* coming up with appropriate next steps to avoid future conflict; and
* offering sincere support and keeping to your side of the commitment.
5. Review performance criteria.
* Review performance standards and compare them with the actual performance of the
candidate. In this instance, the appraiser may want to ask for systems improvement or work
flow process improvement for standards to be further improved.
* The employee and the appraiser should come to a mutual understanding.

6. Set goals for future performance.

* Decide what areas need improvement.
* Define actions for improvement. These can be in the form of training needed to meet
desired skills or performance.
* Ask the employee what his/her goals are.
* List down reasonable and specific plans to attain the goal.
7. Develop an action plan.
* Use the goals agreed upon and define the steps to attain those goals. There should be
a sense of ownership from the candidate for all action plans to progress.
* Set a time schedule for each step.
* Identify the consequences of the late attainment or non-completion of the goals.
* Determine the support needed from the appraiser and the employee's co-workers.
8. Close the appraisal by:
* scheduling a follow-up meeting to monitor the progress of the candidate;
* concluding with a positive comment; and
* providing feedback on an ongoing basis, such as praising good performance, coaching
minor or isolated problems, counseling serious or repeated problems, and following up on
support commitments.

Compensation and Benefits

Hotel employees should be familiar with the hotel's compensation and pay practices policy.
This would include:
1. computation of rate and pay;
2. extra pay, such as overtime, holiday pay, weekend premiums, shift differentials, and
cost of living allowances;
3. salary or wage ranges by grades;
4. promotions;
5. merit pay;
6. incentive pay; and
7. Payroll methods paydays.
The following are the benefits offered in hotels:
1. Government Mandatory Benefits
* Social Security System
* Pag-Ibig Fund
* Public holidays
* 13th month pay
* Retirement pay
2. Company Benefits - These benefits are not expected to be available in all hotels.
* Retirement/Voluntary separation
* Medical examinations
* Leave entitlement, such as vacation leave, sick leave, emergency leave, birthday leave,
compassionate leave, maternity leave, paternity leave, and sabbatical leave
* Duty meals
* Uniforms including dry cleaning and laundry
* Complimentary room stays
* Transportation (shuttle service)
* Healthcare coverage
* Medical subsidy
* Life and accident insurance
* Rice subsidy
* Vacation trips
* Cafeteria menu benefits (for managers)

EMPLOYEE DISCIPLINE

Policies governing the handling of employee misconduct, tardiness, absence, abuse of meal
and break times, and failure to comply with other company procedures are crucial to ensure
the consistency and fairness of the rules and regulations applied throughout the
organization.

The following are the levels of employee discipline that the hotel can employ against erring
employees:

1. Verbal warnings
2. Oral or written reprimands
3. Suspension without pay
4. Demotion and reduction of salary
5. Termination of employment

COMPETENCY-BASED JOB PROFILES OF SELECTED HUMAN RESOURCES

PERSONNEL

The following are samples of competency-based job profiles in the HR and Training
Department:
 Table 7.2 Job Profile of Director of Human Resources and Training

Profile Director of Human Resources and Training

Description Manages the manpower needs and training

requirements of the hotel

Managerial Competencies 1. Negotiates with internal and external

guests
2. Facilitates informal or formal
communication the organization
3. Plans operational projects considering all
factors such as budgeting, information
gathering, and problem solving
4. Manages the team by creating a
conducive environment for all positions
5. Directs the team on the organization’s
strategic programs or plans to achieve the
company's goal
6. Promotes openness in a multicultural
environment
7. Adheres to the company vision and
mission

Performance Criteria 1. Develops written policies and procedures

that will create synergy and efficient
workflow for the hotel
2. Trains, coaches, and counsels staff
3. Identifies gaps and weak areas, and
creates an action plan to correct them
4. Forecasts manpower requirements based
on the hotel's business plan
5. Gives updates on HR trends and issues
to hotel personnel
6. Develops and continuously assesses
programs, policies, and procedures related
to HR and training
7. Manages a competitive compensation
plan

Table 7.3 Job Profile of Human Resource Manager

Profile Human Resource Manager

Description Manages the HR department

Basic Competencies 1. Negotiates with internal and external

guests
2. Facilitates informal or formal
 communication in the organization
3. Plans operational projects considering all
factors such as budgeting, information
gathering, and problem solving
4. Manages the team by creating a
conducive environment for all positions
5. Directs the team on the organization's
strategic programs or plans to achieve the
company's goal
6. Promotes openness in a multicultural
environment
7. Adheres to the company vision and
mission

Performance Criteria 1. Manages employee satisfaction survey,

compensation, benefits, and performance
management systems
2. Updates managers on organizational
policies and other new regulations
concerning people management in the
organization
3. Analyzes the training needs of all hotel
employees
4. Conducts exit interviews to identify
reasons for employee turnover
5. Approves the processing of staff
vacancies, and recruits interviews and hires
applicants
6. Maintains records and compiles statistical
reports of personnel-related data, such as
hires, transfers, performance appraisals,
and absenteeism rates
7. Interprets labor contracts and negotiates
with third party manpower agencies
Develops new programs and activities that
can promote employee retention

Table 7.4 Job Profile of Human Resource and Training Staff

Profile Human Resource and Training Staff

Description Manages hotel accounts

Basic Competencies 1. Demonstrates quality guest service by:

• exhibiting a professional appearance by
wearing of proper uniform and practicing
good grooming at all times;
• smiling to and greeting internal and
external guests; and
• addressing guests and co-workers by
name
2. Practices and adheres to safety policies
 and procedures
3. Responds well to all emergencies that
may arise in the hotel and performs first aid
procedures when needed
4. Returns lost and found items in
accordance with the property's standards
5. Demonstrates the highest degree of
telephone skills and courtesy when handling
calls
6. Exhibits high communication skills by
relating well with guests
7. Relates all the facilities and services as
well as the surrounding community to the
guests

Performance Criteria 1. Administers employee satisfaction

survey, compensation, benefits, and
performance management systems
Informs managers on new regulations
concerning people management in the
organization
3. Assists in identifying the training needs of
all hotel employees
4. Schedules exit interviews to identify
reasons for employee turnover
Processes staff vacancies, and recruits,
interviews and hire applicants
6. Maintains and files records and statistical
reports on personnel-related data, such as
hires, transfers, performance appraisals,
and absenteeism rates
7. Assists and files all labor contracts with
third party manpower agencies
8. Assists in programs and activities that
can promote employee retention