Human Resources: Hiring, Training

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Human ResourcesHiring, Training Retaining
for Quality Results

• Presented to the
• National Golf Course Owners Association
• February 5, 2009
• Debby Cannon, Ph.D., CHE
• School of Hospitality
• Georgia State University

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From recruiting to retention -

• One size does not fit all.
• With an increasingly diverse workforce, we have
  to be willing and able to create and utilize
  different approaches and techniques.

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The labor market is comprised of

• Matures
• Baby Boomers
• Generation Xers
• Generation Y/ The Millennial Generation

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How is the work force changing?
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Prior to recruiting Develop an Employee
Marketing Plan

• Why would someone want to work for your course?
• What kind of work environment does your company
  offer?
• What benefits are provided for employees?
• How does your course compare competitively with
  other employers?
• What particular recruiting messages are important
  for your target markets?

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Understand each jobbefore recruiting

• What types of tasks and duties does the job
  entail?
• What skills, areas of knowledge and abilities are
  essential to perform the job meeting your
  courses expectations?
• What soft skills are crucial to success in the
  job?
• What is the working environment like?

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The Job Analysis Form

• Job title/Department
• Task Listing List each task performed on the
  job. Indicate the approximate of time spent
  doing this task and whether the task is essential
  or marginal.
• List any machines or equipment that would be
  necessary for the employee to use for this
  particular job.

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The Job Analysis (continued)

• Physical demands
• Standing
• Sitting
• Talking
• Walking
• Lifting (Give maximum weight)
• Carrying (Give maximum weight)
• Pushing (Give maximum weight)
• Pulling (Give maximum weight)
• Climbing
• Kneeling
• Reaching (To what heights?)
• Speaking
• Hearing

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The Job Analysis (continued)

• Working conditions (extreme hot, cold, noise
  levels, heights, etc.)
• Minimum Hiring Requirements (Use only those
  qualifications that can be substantiated)
• Education
• Specific Skills
• Experience Level
• Special licenses/permits/certifications

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The Job Analysis (Continued)

• Age requirements - Beware of the protected age
  range of 40
• Specific areas of knowledge needed
• If a supervisor or manager, how many employees
  would this position typically supervise?
• Any additional comments relevant to the job
  position

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Areas on Application Forms and Resumes to
Follow-up on in Interviews

• Gaps in employment or education
• Having many different jobs in a short period of
  time or brief periods of time in positions
• Any areas of the application form left blank
• Asking that you not contact former employers

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Behavioral Interviewing

• Develop open-ended, probing questions.
• Past behavior predicts future behavior.
• Avoiding using too many closed-ended questions
  those that can be answered only with a yes or
  no.
• Avoid leading questions.
• Strive for the applicant to talk about 80 of the
  interview time.

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Behavioral Interviewing

• Which of the following is best?
• Did you ever have a problem with co-workers?
• What qualities are important for a good team
  member?
• Tell me of a difficult co-worker you have had to
  deal with and how you handled the situation.

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Select the best question

• Do you handle stress well?
• Explain why it is important to be able to handle
  stress.
• Describe your most stressful day at work. What
  happened? What did you do?

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Orientation Tools

• The Orientation Checklist
• The Orientation Kit
• Current organizational chart
• Map of the facility
• Telephone numbers for key areas
• Key terms company and/or position
• Copy of policy handbook
• Copy of specific job goals/descriptions
• Copy of performance appraisal forms

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Existing employees also have training needs

• On-going Coaching
• Refining/Enhancing Skills Knowledge
• Cross-Training
• Supporting Empowerment
• Preparing for Upward Movement
• Trouble-Shooting/Correcting Problems
• Developing New Skills Knowledge

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Continual employee professional development is
important for retention.

• Competencies Currency

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What will training address?

• Skills
• Knowledge
• Abilities/Attitudes
• The goal of training
• _____ compliance to your performance
• standards.

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Training -

• What is the job?
• How should the job be performed?
• How well should the job be performed?

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Stages of the Training Process

• Conduct a needs assessment.
• Identify measurable training objectives.
• Select trainees.
• Select proper training methods and techniques.
• Implement.
• Evaluate.

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Maximizing On-Going Training

• Utilize department meetings/pre-shift meetings as
  training opportunities.
• Utilize employees as trainers.
• Establish certifications for specific positions.
• Implement regular retraining programs to keep
  employees up-to-date.
• Link training achievements to performance
  appraisals, rewards and recognition.

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Based on 20,000 interviews,reasons for employee
turnover -

• Job or workplace was not as expected
• Mismatch between job and person
• Too little coaching and feedback
• Too few growth and advancement opportunities
• Feeling devalued and unrecognized
• Stress from overwork and work-life imbalances
• Loss of trust and confidence in senior leaders

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Managing for Retention -

• Providing work that fits an employees strengths
  and interests
• Making employees feel valued
• Does my opinion count?
• Are new ideas welcomed?
• Are people treated with
  respect?
• Am I rewarded for
  my performance?
• Does leadership act
  with integrity?

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Positive work environments for employee retention

• Value friendly employee relations
• Take time to share information including the
  companys goals and objectives
• Allow autonomy
• Let people stretch
• Are flexible
• Get feedback on the work environment
• Dont wait until exit interviews to ask how
  things are going

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Learn as much as you can about employees and be
willing to ask

• What can we do to keep you?
• What kind of things do you want in your career?
• What would you like to do next in your career?

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Signs of Dissatisfaction Disaffection

• A change in behavior such as coming in late or
  leaving early
• A decline in performance
• Sudden complaints (from someone who has not been
  a complainer)
• Wistful references to other companies or to
  employees who have left
• Withdrawing from others
• Talking about burnout

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And when the signs appear -

• Meet with the employee as quickly as possible and
  discuss the issues
• Encourage employees to be specific about sources
  of dissatisfaction

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• Companies that successfully attract, hire and
  retain top talent align their recruitment and
  retention practices with their core culture.
• Finding and Keeping
  Great Employees

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Questions

• Contact information
• dfcannon_at_gsu.edu
• 404-413-7617