Personnel Management

*Human Resource Management

Eight Areas of Operations

Facility Management (Building/Grounds Maintenance and Custodial Services)

Fiscal Management(Finances and Budgeting)

Information Services Management(Computers & Technology)

Risk Management(Health & Safety of Visitors and Employees)

Personnel Management(Human Resources)

Sales Management(Marketing and Customer Relations)

Program Services(Delivery of Leisure Services)

Planning & Development(Facility & Event Planning

“You balance the role of leader, coach, cheerleader and score-keeper, all in the midst of constant changes and shifting priorities.”

In today’s economic environment, the manager’s job is especially challenging. You must help staff deal with constant changes, budget cuts, staff reductions and wage freezes.

You do this in addition to the normal responsibilities of performance management, delegation, team development, and coaching and conflict resolution.

The Importance of Personnel Management Personnel are a MAJOR factor in

determining the quality of experience a visitor receives.

“You can dream, create, design and build the most wonderful place in the world…but it takes people to make the dream a reality.”

• Walt Disney

At a minimum, personnel training should accomplish the following:

Train employees to be friendly and courteous

Give employees basic knowledge of facility features and programs

Introduce employees to the visitor and his problems and needs

Train employees to be alert to situations where they can help visitors

Make employees aware of the image projected both by themselves and the facility

A sound personnel administrative program is vital in:

Obtaining and retaining intelligent and capable workers

Utilizing employee’s efforts effectively

Maintaining a willingness to work to attain your organization’s purposes and objectives

Human Resource Functions

Traditional Hiring

Recruiting Selecting

Training Supervising Evaluating

Additional Functions Leadership Instructional

strategies Counseling

techniques Crisis confrontation

and intervention

The Goal of Hiring: The goal of filling a vacant position

is not to fill the position, it is to fill the position with the right person.

Hiring the right person helps to keep your turnover rate low.

The turnover rate at Walt Disney World has been averaged about 24% among service employees, compared to 200% for companies such as Burger King and McDonald’s.

The Job Description Thorough and accurate job

descriptions must be prepared for each position in your organization, from front-line personnel to middle-level managers to top-level managers.

What to Include In a Job Description: Title Listing of responsibilities and

functions Required knowledge and skills Minimum acceptable education level,

certification requirements and previous experience

Physical or medical standards.

Recruiting Employees Recruiting

Types of:• Internal• External

Goal of recruiting: increase the ratio of employee applications to those actually hired.

How to recruit Promote from within Use staff to recruit Use armed services Use construction

industry Farming/agriculture

background Apprenticeship training

programs Universities &

technical schools Internet

Selecting and Hiring Selecting

Application Interview

• Phone• In Person

Reference Check Negotiations Appointment

and Probation

Equal Employment Opportunity An important aspect of the screening and

selection process involves the need to comply with EEO regulations for moral and legal reasons.

Avoiding any form of discrimination based on religion, sex, national origin, race, age, disability or genetic information is essential.

http://www.eeoc.gov/

Training Thorough orientation

Introduction to the agency and its personnel and program practices.

• Tour of facilities• Exposure to its various divisions and functions• Introduction to personnel• Outline of responsibilities and procedures• Overview of organizational climate/environment

On-site training/Apprenticeship “Scrimmage games” – Mock work

environment

Personnel Policy Manual – Major Categories of Policies General

Regulations Definitions Employment Hours of Week Compensation and

related benefits

Absences and leaves

Travel and vehicle use In-service training

Rules of conduct Relations between

employees

Definitions:

Full-time Seasonal Salaried Exempt Non-Exempt FLSA

Employment Application Recruitment and

selection Appointment Probation Seasonal Evaluation and

ratings

Promotions Assignment and

transfer Disciplinary

actions Separation and

resignation Reinstatement

Hours of Week: Workweek

Full-time salaried Full-time hourly

Work schedules

Compensation & Benefits Salary

classification Pay periods and

time reports Deductions Holidays

Overtime Vacation Insurance Retirement Credit Union

In-Service Training Purpose Conference Attendance Staff Meetings and Conferences

Rules of conduct Dress and appearance Employee cooperation Reporting for duty

Relations between employees-department-community

Employee-administrator relations Employee-community relations Gifts Solicitation of funds Management of funds Publicity releases Employee-patron relations Accidents to patrons

Employee Manuals A good employee manual will not

just include personnel policies but will also serve as a reference with the details of more complicated or less frequently performed tasks.

It will present a numbered sequence of operations, in order, for each of these tasks.

Disciplinary Action Manuals should clearly specify the

required behavior. In addition, both informal and formal disciplinary actions should be included.

Disciplinary Action Reprimands – either verbal or formal,

which are entered in the service record. Suspensions – or temporary separations

without pay, for specified periods Demotions – involving placing the

employee on a lower job classification at a lower rate of pay

Dismissals, which are discharges or separations for cause.

Supervision Role as a coach: Pass along your

experience and knowledge. Role as a counselor: Employing

encouragement, criticism and a range or techniques to deal with possible problems in the work environment, interpersonal difficulties, or other emotional or social issues that may occur.

Guidelines for Effective Counseling:

Listen patiently - without interrupting Refrain from criticizing or offering hasty

advice Never argue with employees while

counseling them Give them your undivided attention while

they are talking Look beyond the mere words of what they

are saying

Guidelines for Effective Counseling: If the problem is minor, simply

helping the employee unburden him/herself may lead to a solution.

If the problem is more severe, you should recommend a counselor or trained professional in that subject.

Employee Motivation Reinforcement techniques:

Positive reinforcers – add something good to the employee’s life

Negative reinforcers – remove something unpleasant, such as a distasteful task or schedule, from the employee’s life

Punishers or deterrents – adds something unpleasant or removes something good.

Reinforcement techniques are considered to be far superior in producing lasting behavioral changes.

Evaluations It is essential that supervisors

regularly rate employees on criteria such as personality traits, degree of responsibility, enthusiasm, initiative, human relations skills, appearance, specific job related skills and overall level of performance.

Evaluations Evaluations should be both formal and

informal. Formal evaluations should be done

regularly. They should be nonthreatening and part of a two-way process in which both parties come to a mutual agreement about the goals that need to be set.

Peer evaluations – help to guard against bias and error

Volunteers Motivation for volunteering – desire to

serve/contribute to the community, in a program involving family members, in an activity in which they once starred or for prevocational value.

It is important that these motivations are recognized and that volunteers are given the fullest opportunity to meet their needs satisfactorily.

Volunteers Recruitment of volunteers – Should be

systematic and professional. The selection of volunteers is important to

weed out those who are unstable, have unrealistic expectations or lack the potential for making a real contribution.

Orientation and training are as vital for volunteers as for paid staff.

Volunteers Supervision is also vital. If volunteers are

given meaningful assignments that challenge their capabilities, their involvement will be more consistent than if given trivial jobs to perform.

Recognition of volunteers, through simple verbal appreciation, in reports and publicity, at special occasions, or through tangible expressions of appreciation help to make volunteers feel like an integral part of the organization.

Special Maintenance Employee Issues

Occupational Safety and Health Act

Maintenance related safety problems

Occupational Safety and Health Act: OSHA (1970): The employer has the

general duty to furnish employment and a place of employment free from recognized hazards that are known, or likely, to cause death or serious physical harm.

Occupational Safety and Health Act: The safety and health standards

promulgated by the Secretary of Labor are designed to protect working people from occupational injury and illness.

Since 1973, the year CA’s OSHA program began, fatalities dropped 8.75%, amputations are down 40%, explosive-related injuries 28% and construction injuries 30% in CA.

Special Employee Safety Problems: Temporary and seasonal employees Language barriers to safety Workers in isolated locations Vehicles and traffic hazards Tools and equipment Protective equipment Rubbish removal

Other Management Concerns Dealing with employee unions Terrorism or threats to personnel Sexual Harassment Political Correctness How to manage people you

previously worked with or who are friends

How to set your priorities when you are busy putting out fires

How to delegate work when you know your employees are already overworked

How to deal with problem employees so other employees don’t feel resentment

How to motivate with little or no raises possible

How to help employees feel ownership for results

How to manage volunteers instead of paid employees

How to manage experienced employees when you are new

Knowing when to be involved and when to let employees work out their own issues

How to help diverse members of a team work together and value their differences

How to development commitment in spite of constant changes

Case Problem:Taken from the 1998 WDW College Program Manual

An incident occurred in the Main Street break area involving two employees. According to written statements provided by an employee who witnessed the incident Fred Smith was verbally insulting John James, who finally struck Fred with a closed fist. Fred retaliated and struck John several times before they were physically separated.

Case Problem:Taken from the 1998 WDW College Program Manual

Now assume the following facts were discovered through investigation: Fred Smith is a white male, age 24. John James is a black male, age 45. The verbal insults contained racially-based

statements. John James had made previous complaints to

management regarding prior incidents in which Fred Smith had made similar racial remarks.

Case Problem Solutions:Taken from the 1998 WDW College Program Manual

Based on the first case problem and barring any other mitigating factors, such as a perfect record, both employees would be fired in accordance with company policy regarding fighting.

Based on the additional information and under current Company policy, Fred Smith would be terminated and John James would receive a written warning in his personnel file.