Personnel Management

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Personnel Management

• Human Resource Management

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Eight Areas of Operations
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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 worldbut it takes people
  to make the dream a reality.
  
• Walt Disney

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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

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A sound personnel administrative program is vital
in

• Obtaining and retaining intelligent and capable
  workers
  
• Utilizing employees efforts effectively
• Maintaining a willingness to work to attain your
  organizations purposes and objectives

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Human Resource Functions

• Traditional
• Hiring
• Recruiting
• Selecting
• Training
• Supervising
• Evaluating

• Additional Functions
• Leadership
• Instructional strategies
• Counseling techniques
• Crisis confrontation and intervention

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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 McDonalds.

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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.

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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.

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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

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Selecting and Hiring

• Selecting
• Application
• Interview
• Phone
• In Person
• Reference Check
• Negotiations
• Appointment and Probation

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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, marital
  status, age, disability or character is
  essential.
• http//www.eeoc.gov/

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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

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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

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Definitions

• Full-time
• Seasonal
• Salaried
• Exempt
• Non-Exempt
• FLSA

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Employment

• Application
• Recruitment and selection
• Appointment
• Probation
• Seasonal
• Evaluation and ratings

• Promotions
• Assignment and transfer
• Disciplinary actions
• Separation and resignation
• Reinstatement

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Hours of Week

• Workweek
• Full-time salaried
• Full-time hourly
• Work schedules

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Compensation Benefits

• Salary classification
• Pay periods and time reports
• Deductions
• Holidays

• Overtime
• Vacation
• Insurance
• Retirement
• Credit Union

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In-Service Training

• Purpose
• Conference Attendance
• Staff Meetings and Conferences

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Rules of conduct

• Dress and appearance
• Employee cooperation
• Reporting for duty

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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

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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.

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Disciplinary Action

• Manuals should clearly specify the required
  behavior. In addition, both informal and formal
  disciplinary actions should be included.

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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.

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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.

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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

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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.

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Employee Motivation

• Reinforcement techniques
• Positive reinforcers add something good to the
  employees life
  
• Negative reinforcers remove something
  unpleasant, such as a distasteful task or
  schedule, from the employees life
  
• Punishers or deterrents adds something
  unpleasant or removes something good.
  
• Reinforcement techniques are considered to be far
  superior in producing lasting behavioral changes.

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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.

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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

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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.

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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.

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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.

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Special Maintenance Employee Issues

• Occupational Safety and Health Act
• Maintenance related
• safety problems

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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.

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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 CAs OSHA program began,
  fatalities dropped 8.75, amputations are down
  40, explosive-related injuries 28 and
  construction injuries 30 in CA.

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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

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Other Concerns

• Dealing with employee unions
• Terrorism or threats to personnel
• Sexual Harassment
• Political Correctness

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Case ProblemTaken 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.

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Case ProblemTaken 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.

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Case Problem SolutionsTaken 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.