DIRECTOR OF HUMAN RESOURCES

JOB DESCRIPTION

Job Title        :         DIRECTOR OF HUMAN RESOURCES

Section                   :         Human Resources

DUTIES AND RESPONSIBILITIES:

1.            Ensures that all employee records are up-to-date.

2.       Produces personnel reports and statistics, analyzes results, and discusses with Department Heads when required.

REPORT	DISTRIBUTION	FREQUENCY
Monthly Turnover Head Count Report	Department Head	Each Month
Monthly Personnel Report	General Manager	Each Month
Weekly New Employees, Leaves, Transfer and Promotions Report	Department Heads	Each Week
Monthly Annual Leave Report	General Manager	Each Month

3.    Administers all work permits.

4.    Maintains an efficient and computerized Personnel Administration System.

5.    Acts as liaison with Housekeeping, Food and Beverage and the Engineering Departments to maintain high standards of appearance, creativity, and upkeep of all employee facilities.

6.    Ensures that the provision of Medical Assistance and Medication to employees through the private medical agency is handled in a professional, timely, and cost-effective manner.

7.    Responsible for recruitment, selection, and employment of all employees in conjunction with all departments.

8.    Ensures departmental compliance with the hotel staffing guide and employee requisition system.

9.    Maintains an updated file of job descriptions and employee specifications, and screens applicants accordingly.

10. Maintains an updated file of professional standard letters and employment agreements.

11.Responsible for the placement of all recruitment advertisements and to ensure these reinforce the corporate identity and project a professional image.

12. Maintains an inventory of internal and external candidates.

13.Ensures that HR screens all prospective employees (including daily workers) prior to hiring.

14. Responds in writing to each unsuccessful applicant and ensures letters are courteous, reflect a professional image, and are forwarded within two (2) weeks after the interview.

15. Maintains a high profile with the local hotels and schools in conjunction with the Training Officer.

16. Conducts an annual salary and benefits survey to ensure remuneration packages are competitive in the market place.

17. Maintains a documented salary and wage plan that must be reviewed and updated biannually.

              *   Prior to the Budget Planning Process

·         Prior to the Annual Salary Review

18. Maintains an up-to-date Employee Benefit Plan.

19. Assists Department Heads with annual leave planning.

20. Ensures that all employees take annual leave within the year it is due and DP entitlements are zero at yearend.

21. Maintains efficient staffing levels and payroll system.

22. Prepares the Annual Human Resources Budget and efficiently manages expenses in conjunction with the Training Officer.

23. Implements a strong employee communication program that maximizes employee awareness of the DI3VA Entertainment Centre property as well as the hotel’s objectives, philosophy, and operating concepts through the following communications tools:

·   Employee handbook

·   Employee magazine (Note: this publication is the responsibility of the HR Director and not PR.  PR is responsible for external communications, HR for internal communication)

·   Employee notice board

·   Employee suggestion program

·   Employee meetings

Continued…Job Description of HR Director

24. Coordinates all employee committees ( e.g. sports club, employee restaurant committee, etc.).

25. Ensures regular employee sports and social activities are organized to promote team spirit and maintain high employee morale.

26. Counsels employees in career prospects, personal issues, job related issues, etc.

27. Develops and implement employee recognition programs to recognize the achievement of either individual employees or departments.

28. Ensures that all in-house rules and regulations are adhered to and disciplinary procedures are correctly and fully implemented.

29. Conducts and documents exit interviews with each resigning employee.

30. Ensures a strong professional relationship with all employees within the hotel.

31. Ensures that all managers and supervisors have proper working knowledge of the collective labor agreement and that they operate within this agreement.

32. Represent the hotel on a day-to-day basis in negotiations, grievances, arbitrations, and other transactions with the union.

33. Keeps abreast of all changes in government stipulated employee legislation and advises management accordingly.

34. Prepares, coordinates, and administers all collective labor agreement renewals and participate as a key member in the management negotiation team.

35. Coordinates the administration of employee performance appraisals and follow-up in conjunction with the Training Manager and Department Heads.

36. Discusses, develops, and maintains, career development plans for individuals with management potential in conjunction with Department Heads and Training Officer.

37. Assists the Training Officer with the orientation, training and other special courses when required.

38. Develops the knowledge, skills, and abilities of all employees in the HRD.

39. Maintains strong professional relationships with relevant government officers and representatives of Human Resources from competitive hotels.

40. Participates in the hotel manager roster.

41. Responds to changes in the Human Resources function as dictated by the industry, company, and hotel.

42. Performs other duties as assigned by management.

GENERAL MANAGER MANUAL ( MEETING )

MEETINGS 

GENERAL

Many executives believe that meetings are a waste of time. Busy executives may spend up to 70% of their time in meetings at which participants doodle, drink coffee, and think about what they could be doing back in their offices.

Meetings need not be unproductive. Most meetings are called to process important information or to solve a problem. The key to success is what the chairperson does. Most of the chairperson’s contributions are made before the meeting begins. He or she should make sure discussion flows freely and follow up the meeting with agreed upon actions. The success of a meeting depends on what is done in advance of, during, and after it.

How to Run a Great Meeting

Prepare in Advance

Advance preparation is the single most important tool for running an efficient, productive meeting. Advance preparation should include the following:

1. Define the purpose. The chairperson should be very explicit in setting goals and expressing them concisely and meaningfully. If the purpose of the meeting is to “discuss the reduction of the 2005 energy consumption budget” then say so explicitly in the memo sent out to members.

2. Circulate background papers. Any reading materials relevant to discussion should be given to each member in advance. Make sure members know their assignments and have background materials.

3. Prepare an agenda. The agenda is a simple list of the topics to be discussed. It is important because it lets the people know what to expect and keeps the meeting on track. The agenda provides order and logic and gives the chairperson a means of control during the meeting if the discussion starts to wander.

4. Issue invitations selectively. If the group gets too big, the meeting will not be productive. If everyone is expected to participate, keep membership between 4 and 12.

5. Set a time limit. A formal meeting should have a specified amount of time. The ending time should be announced in advance, and the agenda should require the meeting to move along at a reasonable pace.

During the Meeting

If the chairperson is prepared in advance, the meeting will go smoothly. Moreover, certain techniques will bring out the best in people and make meeting even more productive.

1.    Start on time. This sounds obvious-but do not keep busy people waiting. Starting on time has symbolic value, because it tells people that the topic is important.

2.    State the purpose - review the agenda. The chairpersons should start the meeting by stating the explicit purpose and clarifying what should be accomplished by the time the meeting is over.

3.    Encourage participation. Good meetings contain lots of discussion. If the chairperson merely wants to present one way information to members, he or she should send a memo. A few subtle techniques go a long way toward in creasing participation :

Ø  Draw out the silent. This means saying, “Bob, what do you think of Nancy’s idea?”

Ø  Control the talkative. Some people overdo it and dominate the discussion. The chairperson’s job is to redirect the discussion toward other people. One organization has a rule called NOSTUESO (No one speaks twice until everyone speaks one).

Ø  Encourage the clash of ideas. A good meeting is not a series of dialogues but a crosscurrent of discussion and debate. The chairpersons guides, mediates, stimulates, and summarizes this discussion.

Ø  Call on the most senior people last. Sometimes junior people are reluctant to disagree with senior people, so it is often best to get junior peoples ideas on the table first. This will provide wider views and ideas.

Ø  Give credit. Make sure that people who suggest ideas get the credit, because people often make someone else’s idea their own. Giving due credit encourages continued participation.

Ø  Listen. The chairperson should not preach or engage in one-on-one dialogue with group members. The point is to listen and to facilitate discussion.

4.    Stick to the purpose - Encouraging a free flow of idea does not mean allowing participants to sidetrack the meeting into discussions of issues not on the agenda. This can waste valuable time and prevent the group from reaching its goals.

After the Meeting

The actions following the meeting are designed to summarize and implement agreed-upon points. Post meeting activities are set in motion by a call to action.

1. End with a call to action. The last item of the meeting’s agenda is to summarize   the main points and make sure everyone understands his or her assignments.

2. Follow-up. Mail minutes of the meeting to members. Use this memorandum to summarize the key accomplishment of the meeting, suggest schedule for agreed-upon activities, and start the ball rolling preparation for the next meeting.

DAILY OPERATIONAL MEETINGS/BRIEFINGS

·         A daily operational meeting/briefing should take place in all XXXXXXXXXXX Properties (Monday to Friday) no later than 9am and should run for approximately 30 minutes but may be longer once a week such as when pending items or other serious matters are discussed.

·         So as to be in line with the "hands on" operational principals and guest assistance requirements, attention should be given to the time of the day when this meeting should be held.

·         In case a more detailed explanation or specific information should be required on a particular subject it should be recommended that the General Manager call upon the relevant manager during the day for a ‘one to one’ brief discussion rather than hold up all of the team from their pressing duties.

·         The following topics should be addressed:

·         Daily results of Room Occupancy, Average rate and occupancy forecast.

·         Competitor's figures comparison, yield index and market penetration index.

·         Food & beverage results, total covers per outlet and average check.

·         VIP arrivals for the next day.

·         Major events, banqueting functions.

·         Any guest comments for information or action to be taken.

·         The following members should be recommended to attend:

·         General Manager / Managing Director / Hotel Manager. And / or

·         Deputy General Manager / Operations Manager / Executive Assistant Manager.

·         Chief Engineer.

·         Food & Beverage Manager / Director of Food & Beverage and/or Conference and Banqueting Manager and/or Executive Chef.

·         Rooms Division Manager and/or Front Office Manager and/or Guest Services Manager and/or Guest Relations manager.

·         Executive Housekeeper.

·         Sales Manager and/or Director of Sales and/or Marketing.

EXECUTIVE COMMITTEE MEETINGS

·         A management committee meeting should be held on a weekly or on a monthly basis.

·         Each executive should be prepared to make a short presentation of his department achievements and future planning. Managers should be encouraged to use presentation facilities such as overhead projections, flip charts and "PowerPoint" Software.

·         Meetings should focus on the financial results and relevant profit assurance actions, the sales & marketing strategy or how to deal with a specific situation.

·         The following members should be recommended to attend:

·         General Manager /Managing Director / Hotel Manager

·         Assistant General Manager / Operations Manager / Executive Assistant Manager

·         Financial Controller

·         Chief Engineer

·         Food & Beverage Manager /  Director of Food & Beverage/ Conference and

Banquet Manager

·         Rooms division Manager / Front Office Manager /Guest Services Manager

·         Executive Housekeeper

·         Sales Manager / Director of sales and / or Marketing

·         Human Resources Manager and / or Training Manager

RELATIONSHIP / COMMUNICATION   

EXECUTIVE COMMITTEE LUNCHEON

·         It should be strongly recommended to all General Managers to hold a monthly Executive Committee Luncheon on the last Friday of each month. The intention being to allow building a less formal relationship amongst the Executive Management members. This initiative can be arranged (e.g. every quarter) to be held outside the Hotel and preferably in a competitor's food and beverage outlet.

·         The luncheons should be an ideal occasion to address the work relationship and work environment and the brainstorming of special events such as; Staff Party, Excursions, Training etc.

MASTER MEETING SCHEDULE

A master meeting schedule should be in place in all hotels and outlines all of the formalized meetings which should take place within the hotel. On the following page is a sample ‘master meeting schedule’.