Competencies for
Resort Opening: Management, Staffing, and Human Resources
1. Explain how a resort moves through various preopening activities to its grand opening. 2. Explain how resorts are managed, discuss their organizational structures, and summarize their communication issues. 3. Describe managers as leaders and various aspects of how they carry out their leadership role, including building employee morale, conducting effective staff meetings, and building internal and external relationships.
2010, Educational Institute
(continued)
Competencies for
Resort Opening: Management, Staffing, and Human Resources
(continued)
4. Summarize labor force issues for resorts, including the labor shortage, non-traditional sources of labor, and the role of a resorts human resources department. 5. Discuss wage and salary administration issues at resorts. 6. Summarize employee productivity issues at resorts. 7. Describe the impact of labor unions on managementemployee relations. 8. Identify and discuss laws governing employment and other operational concerns at resorts.
2010, Educational Institute 2
Nature of discretionary travel International/domestic market mix Social trends and lifestyles Leisure/business market mix Service demands in a leisure environment Larger average party size Recreation and sports Entertainment
(continued)
3
2010, Educational Institute
Spa amenities Multiple dining options Higher staffing ratios Seasonal employment Climatic conditions and seasonality Logistics in one-off locations Seasonal packaging
4
(continued)
Assistance to ease relocation and transfer problems Opportunities to participate in decisions that have a bearing on the employees work Policy of promoting from within Career development and continuous training programs Profit-sharing, bonuses, or related incentives tied to performance
2010, Educational Institute 8
Owners Guests Union representatives Business community Travel distributors Tenants Local representatives Local politicians
(continued)
9
Lodging associations, restaurant associations, state/local convention and tourism bureaus Nearby universities or colleges with hospitality management of culinary programs Communications/media Suppliers and service providers to the resort
10
11
12
(continued)
13
Employment conditions: hours, required clothing, identification cards, parking, employee cafeteria and meal periods, and reporting absences and injuries. Human relations on the job: importance of cooperation, formal communication, guest-employee contacts, and public relations. Introduction to the job: introduction to the supervisor and fellow employees, tour of the department and possibly the entire resort, location of smoking and restroom areas, location of bulletin boards, assignment of an advisor or buddy, and information on how to contact the supervisor.
2010, Educational Institute
(continued)
14
Rules and regulations: fire and safety regulations, rules of conduct, and formal complaint and grievance procedures. Job instruction: initial training meetings, job instruction by the supervisor, instruction by fellow employees, and job performance evaluation and review. Follow-up: questions regarding pay and benefits, working conditions, job performance, explanations of opportunities for advancement, and explanations of grievance procedures.
2010, Educational Institute 15
(continued)
17
6. Prepare the trainees. 7. Select the trainers (or qualify them through training the trainer courses). 8. Schedule and conduct the training. 9. Do follow-up evaluations to measure training effectiveness.
2010, Educational Institute 18
(continued)
20
Costing-out solutions. QA task teams must be able to demonstrate to management the cost of problems under discussion and the cost of potential solutions. Training. The foundation of the QA program is the development of job standards with employee involvement and the use of these standards to train and evaluate employees.
2010, Educational Institute 21
Productivity Indexes
Output per Worker-Hour = Output Index Worker-Hours Index
22
23
(continued)
24
Supervisors play favorites instead of ensuring fairness to all. Changes are made by the company without first asking employees for their opinions. Discrimination on the basis of age, ethnicity, or gender exists within the organization. Managers have not followed through on promises of pay raises, vacations, or better uniforms or working conditions.
2010, Educational Institute
(continued)
25
Employees believe there is safety in numbers with regard to attempting to settle their grievances. Employees want to retaliate for past grievances. Employees think they will get more pay for less work. Employees buy the unions promises of a better life, better pay, better benefits, and job security. Employees have security concerns from witnessing increasing amounts of work being outsourced.
2010, Educational Institute 26
27
28