P&O1, Answers Chapter 1

PER SONNEL& ORGANISATIONHOSPITALIT Y PERSONNEL & ORGANISATION FOR THE HOSPITALITY INDUSTRY ELLEN VAN KOOTEN Chapter 1 | Answers | Questions about the chapter 1

Personnel & Organisation for the Hospitality Industry | Part 1Chapter 1 | Answers | Questions about the chapter 1. A small-scale independent entrepreneur has to fulfil three roles within his company. Which roles are these? 1. As a leader: the entrepreneur is the person who has a vision for the business. A leader thinks about the future, deliberately plots a course and sets targets to ensure that his business is successful in the long term. 2. As a manager: the entrepreneur is the person who keeps the business running. Based on the set goals he makes plans, organises and structures the day-to-day work so that he can create conditions in which employees can perform to the best of their abilities. He is also the person who checks whether everything is going according to plan and whether the targets are being achieved. 3. As an employee: the entrepreneur is often involved in the day-to-day work. This means that he has to have competencies required in the workplace (for example the specific task of chef or receptionist). 2. The personnel policy is an element of the total business policy. Which other policy fields are there? a. The marketing policy: An indication is given, in the form of the marketing plan, as to what the turnover goals are for the coming year and the way in which these goals should be achieved. b. The production policy: This takes the form of a production plan detailing how the production targets can be achieved efficiently and effectively. c. The financial policy: This takes the form of the financial plan including the investment plan, financing plan and an overview of the incoming and outgoing cash flows per period, so that payment problems can be avoided. 3. Please provide two examples of goals that feature in the personnel policy of a luxury restaurant. The personnel policy: This takes the form of a personnel plan with an overview of the number and type of employees along with the corresponding job requirements required to achieve the set goals. Multiple answers possible, at discretion of the teacher. For example: i. Development of personnel (once a month) ii. All employers use the uniform etiquette 4. Describe the elements of a personnel plan. Description of the situation: The strengths and weaknesses of the personnel policy. This stems from the annual social report (final evaluation). Quantity and quality of the personnel: In concrete terms this means an indication per department of how many people need to be recruited or need to leave (quantity) and which quality requirements the personnel have to fulfil for each job. Objectives/budget: It is usual to make it known in January what exactly is going to happen in the field of personnel policy in the year ahead and which goals are going to be key. This is also expressed in figures in the budget. Resources: The instruments used to achieve the goals and to stay within the budget: • personnel management (data management and management information) • personnel work (activities carried out by the human resources department) • personnel development (qualitative development) 5. On the website of a hospitality business (choose one yourself), find out what is written about the company's mission and/or vision. Where can this information usually be found? The information about the mission and/or vision of a hospitality business is most of the time described at the page ‘about us’ or ‘history’.Version 1 | 25-10-2018 | [email protected]

Personnel & Organisation for the Hospitality Industry | Part 1 6. What is personnel management? Please provide two examples. First and foremost personnel management relates to the details in the staff records and is usually controlled by a specialised person or department: the personnel department. The employees of the personnel department have to collect those details to enable the top management to plan the personnel policy properly. Secondly, in addition to collecting, registering and processing the details (management information) from the staff records, conclusions also have to be drawn and action taken in response. It is also important that the operational managers can carry out the personnel work properly in the workplace. Multiple answers are possible, at the discretion of the teacher. Examples are: These details may relate to: • The number of hours worked, breaks and overtime per employee. • The number of hours worked per part day, for example, compared to the turnover. • Keeping track of the absenteeism percentage at the company. • Comparing these figures with those of the sector and with national figures. • All laws and regulations which the government has published on absenteeism due to illness and its reduction. • Regulations relating to the occupational health service and incapacity for work. • Rules which are described in the hospitality industry collective labour agreement. 7. What is personnel work? Please provide two examples. The personnel work is the operational part that primarily relates to: • Intake of new employees, with matters such as recruitment and selection. • Taking on personnel, the employment contract and the introduction. • Career development, this concerns consistent attention for staff assessment, education, nurturing, training, rewards and career guidance. • Departures concern elements such as terminating employment, career ending and retirement. • Employee motivation. 8. What are the three personnel quality elements? Quality of the personnel: • specialist knowledge (up-to-date knowledge on food, drinks, using equipment, the Internet, etc.) • skills (commercial hospitality, dealing with telephone calls, using computer programmes, etc.) • professional conduct and personal characteristics (attitude, service orientation, being willing and able to cooperate)Version 1 | 25-10-2018 | [email protected]