Personeel en Organisatie Engels Inkijkexemplaar

PER SONNEL& ORGANISATIONHOSPITALIT Y PERSONNEL & ORGANISATION FOR THE HOSPITALITY INDUSTRY ELLEN VAN KOOTEN 1

Part 1 | Personnel & organisation in the hospitality industry10

Chapter 1 | Personnel policyChapter 1Table of contents The following matters are dealt with in this chapter: 1.1 Introduction 13 1.2 Personnel policy 14 1.3 Hospitality business & personnel plan mission and vision 17 1.4 The term personnel management 20 1.5 Confirmation questions 27 11

Part 1 | Personnel & organisation in the hospitality industry PolicyMission and Company Personnel vision policyPersonnel plan, Personnelmanagement, management work & development View the Prezi and films at www.penohoreca.nl. E-mail: [email protected]

Chapter 1 | Personnel policy1.1  | IntroductionElise is starting her own hospitality business. She has managed to obtain a substantial bankloan. Her company consists of a large bistro for approximately 80 guests. There are nine hotelrooms where lots of guests can stay when they visit on business trips. In the weekend therooms can be used by guests who want to go cycling and also spend a day in the town. Thereis also a room that can be used for all kinds of activities such as special dinners, birthdaysand anniversaries. In addition to her work as a hostess, she also wants to be involved inrecruiting staff. This will mean her getting involved in creating the personnel policy.During a visit to a hospitality business (hotel/restaurant/café) you may well have noticed thatlots of labour-intensive activities are carried out there. You may also have noticed that the qualityof the service in a hospitality business is largely determined by the employees themselves. Thepolicy — how to deal with the employees — is referred to as the personnel policy.There are many self-employed people active within the hospitality industry. The entrepreneurusually also plays an active role in the company and is responsible for putting his stamp on thebusiness. For the guest the entrepreneur is clearly recognisable as the host. This means that theentrepreneur fulfils three important roles: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).The larger a hospitality business is or becomes, and the more employees and departmentalmanagers it has, such as a head chef and restaurant manager, the more we see that the leader(entrepreneur) and the managers work at different levels. 13

Part 1 | Personnel & organisation in the hospitality industry 1.2  |  Personnel policy In order to implement the business policy with the set goals properly, a policy plan is drawn up every year. This policy plan is also referred to as an organisational plan or business plan. The organisational plan includes all policy fields in the form of subplans to enable all activities to be properly coordinated. The personnel policy is an element of the total business policy. It is the part that relates directly to the personnel. The organisational plan therefore always features the following policy fields: Production Personnel policy policy Marketing Policy plan Financial policy policy Policy fields14

Chapter 1 | Personnel policyThe marketing policyAn indication is given, in the form of the marketing plan, as to what the turnover goals are for thecoming year and the way in which these goals should be achieved.The production policyThis takes the form of a production plan detailing how the production targets can be achievedefficiently and effectively.The personnel policyThis takes the form of a personnel plan with an overview of the number and type of employeesalong with the corresponding job requirements required to achieve the set goals.The financial policyThis takes the form of the financial plan including the investment plan, financing plan and anoverview of the incoming and outgoing cash flows per period, so that payment problems can beavoided.In most hospitality businesses the manager or entrepreneur is personally involved in the personnelpolicy. The personnel policy in its current form is rather new. The business plan was traditionallya financial-economic matter. This changed under the influence of employment emancipationand the 'socialisation' of society. Personnel policy has developed along the lines of political,technological, social and economic developments. 15

Part 1 | Personnel & organisation in the hospitality industry There is an important difference between companies with a traditional personnel policy and companies with a modern personnel policy. The traditional company regards personnel as a cost item which is essential for operations. The point of departure of current personnel policy is that the employees are themselves a source of value and, for that reason, personnel costs should be regarded as an investment. Certainly in the hospitality industry, where the employees make a competitive difference, they are the organisation's human capital. The profit is therefore largely depended on the personnel.16

Chapter 1 | Personnel policy 1.3  |  Hospitality business & personnel plan mission and vision When it comes to drawing up a personnel plan and introducing the personnel policy as a whole, the entrepreneur has to reflect on the basic ideas on which the company is founded, otherwise referred to as the company's mission and vision. In this context a number of terms are important: Primary processPrimary process What is the company's focus? In the hospitality industry four basic phenomena apply in this respect: 1. the drink-providing sector – the focus is on serving drinks. 2. the meal-providing sector – the focus is on serving food. 3. the food-providing sector – the focus is on selling snacks. 4. the hotel sector – the focus is on selling overnight stays. All kinds of companies are active in these sectors such as cafés, bars, luxury restaurants, bistros, cafeterias, fast food restaurants, bed & breakfasts, family hotels or five-star hotels.Management Management level level In an organisation there are often three management levels. Each of these levels affects the entire personnel process. Strategic management Draw up the mission and vision and the general organisation targets. Tactical management • Who are we? Operational management • What do we want to achieve? • Which direction and which developments do we take into account? • What consequences will this have for the personnel process? Draw up, for example, departmental plans. Tactical management in the field of personnel matters: • How are job positions structured (in order to achieve set organisational targets?) • Who bears ultimate responsibility? Leadership in the workplace. The personnel plan is implemented using rules, measures and (new) projects. Within the framework of the personnel process this means scheduling employees, administering hours and breaks, work consultation meetings and conducting appraisals. 17

Part 1 | Personnel & organisation in the hospitality industry Examples of company visions Vision of the Amstel Hotel: “The five star hotel InterContinental Amstel Amsterdam is every bit as luxurious and elegant as it was when it first opened in 1867. The wonderful spacious hotel rooms offer a unique blend of contemporary comfort and historic details. The hotel's legendary and well-earned reputation, spanning 150 years, is the result of its unique, personal service, homely atmosphere and beautiful setting. That is how we want to keep it.” Source: http://amsterdam.intercontinental.com/en/ Vision of McDonald's: The focus is on quality in all facets of the operations. McDonald's has translated this into the Good Food Fast vision. McDonald's wants to offer every guest the best quality and varied choice at any given moment. McDonald's has been rooted in Dutch society for 40 years already. As part of that society we feel particularly involved in our environment. Think global, act local is our motto. Source: www.mcdonalds.nl18

Chapter 1 | Personnel policy Mission and vision The board (or entrepreneur) or the strategic management determines the mission and vision.Mission A company's mission is also referred to as the mission statement. The mission is an idea that is formulated in the business plan, usually based loosely on the following questions: • Who are we – what do we do – what image do we want to project? • Which standards, values, beliefs are key to our actions? • What is our raison d'être, who are our guests, which needs do our products /services fulfil? • What do we mean to our collaboration partners, shareholders, employees?Vision A company's vision is also referred to as the corporate vision. The vision is the company's view of the future and of where the company will be in, for example, five years. A company's vision describes: • The future environment. • Which position within the sector as a whole, in the future. • How this position will be attained in the coming years. Examples of company missions Mission of Bastion Hotels: \"Our hotels offer a personal atmosphere, hospitality, comfort and good facilities for an attractive price.\" Source: www.bastionhotels.com/en-gb/about-us Mission of CoffeeCompany: Looking continually for the most delicious coffees in the countries of origin, continuing to develop knowledge in the field of roasting and the eventual setting of coffee is what CoffeeCompany does to bring the best coffee to as many people as possible. Source: www.coffeecompany.nl 19

Part 1 | Personnel & organisation in the hospitality industry 1.4  |  The term personnel management If you were to ask somebody out of the blue what personnel management means, then often the only answer they give is that it has something to do with payroll administration or with recruiting and dismissing staff. This is a shame, particularly if you are the personnel manager or human resources manager. Personnel Personnel management management These days personnel management is an integral part of a company's structure. The aim is to ensure the optimal functioning of personnel and the organisation. As far as service companies are concerned, there are a number of additional important reasons for making sure that personnel management is properly executed: • Staff are part of the production process: hospitality businesses sell products & services simultaneously. • The guest expects a lot of the employees and good service only gets noticed if it exceeds the guest's expectation. • Staff are better trained and critical. • Happy staff improve the atmosphere at the company. • Personnel costs are at least 25% of the turnover. The following terms are used in personnel management: 1. personnel policy 2. personnel plan 3. personnel management 4. personnel work 5. personnel development Personnel 1. Personnel policy policy This chapter has already shown that personnel policy is a fundamental element of the business plan. It is based on ambitions and preferences and, among other things, the aim is to create a working climate in which the employee has the opportunity (in the interest of the business and himself) to develop his job skills and capacities. The focus of personnel policy is on finding the right balance between the objectives of the business and the personal objectives of the employee. It creates the conditions required to determine an employee's position in a company.20

Chapter 1 | Personnel policyPersonnel 2. Personnel plan plan Staff are sometimes referred to as human capital. Good quality and motivated employees are an important factor for a company's success. The personnel policy is a strategic plan that has to be supported by all departments. Formally this is laid down in the company's personnel plan or social plan. This is a future-oriented description which serves as a guideline for the execution of the personnel policy. Writing a personnel plan In a company, the emphasis is on production through work (for example, a chef), nature (for example, meat) and capital (for example, the stove). The personnel plan is a description of the way in which the production factor and marketing instrument 'personnel' (working hours) should be used during the coming year. Drawing up a personnel plan means defining the personnel policy. This is part of the business policy and is therefore also included in the business plan. The personnel plan describes the following elements: 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) At the end of the year it is a good idea to evaluate the entire personnel policy. This is done in an annual social report. See chapter 4 Personnel plan, for the phased plan entitled 'Writing a personnel plan'. 21

Part 1 | Personnel & organisation in the hospitality industry Terms used in personnel management Personnel manage- ment Personnel Personnel Personnel policy plan work Personnel development Personnel 3. Personnel management management 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. 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.22

Chapter 1 | Personnel policyPersonnel 4. Personnel work work 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. The fact that large numbers of part-timers are employed in the hospitality industry means that one of the most important tasks is to ensure sufficient new and motivated personnel. In the food-providing and meal-providing sector of the hospitality industry the middle and operational management carry out the most important activities relating to personnel work. A future manager or entrepreneur must be aware of all issues involved in the proper execution of personnel work. This means being aware of all legal regulations and of agreements that were made by employer and employee organisations and have been recorded in, for example, a collective labour agreement. The manager/entrepreneur must also be aware of agreements that were made within the consultation bodies of their own company, for example in the works council, in the participation council or in the staff representation body. A manager/entrepreneur must also have knowledge and skills relating to the recruitment, selection, taking on, training, coaching, motivating and dismissal of personnel. This does not mean controlling and checking employees, but rather developing and keeping them motivated so that they can make a worthwhile contribution to the company. This basically means that the company has the right employee at the right time and in the right place in the organisation at all times. 23

Part 1 | Personnel & organisation in the hospitality industry Five ways to find good personnel You are looking for the best employees to help your company grow. Sometimes it is difficult to find them among the many candidates who apply for a job. There are five tried and tested methods for finding good personnel. Indeed good quality personnel are a scarce commodity in many sectors. Particularly in times of economic prosperity it can be a challenge for you, the entrepreneur, to fill vacancies. That is because other employers are looking just as hard for good employees with sufficient knowledge, experience and motivation. Before you start looking, you, of course, have to know who exactly you are looking for. You should therefore draw up a job profile first. After that you can use one or more suitable recruitment methods. Besides the traditional personal advertisements you can choose from many alternative methods for recruitment and selection. How do you find good personnel? 1. Recruitment via your own personnel This way of recruiting is also called referral recruitment. It involves you using your employees to find new colleagues. It is an attractive method because you save on recruitment costs. The chance of a match is also considerable because employees can often estimate very well whether someone would fit in well with the organisation. You can use a recruitment bonus to encourage them to search actively for candidates in their network. 2. Use your digital noticeboard Your business website and social media are your company's digital noticeboard. Not only for customers but also for potential employees. You should therefore create pages on your company website containing, in any event, a description of the working environment and an overview of the available vacancies. You can also build up a relationship, via Facebook, LinkedIn and Twitter, with potential employees and easily distribute job adverts. 3. Open your door to talent A request for speculative applications often attracts talented candidates. Applying in this way enables candidates to show that they are motivated to come and work for you and like to take initiative. You should therefore invite potential employees to send a speculative application letter, for example, by stating this clearly on your vacancy page. This will open the door to talent and will enable you to benefit later if you suddenly need additional personnel. 4. Engage the services of a temporary employment agency Temporary employment agencies are, of course, experts in recruitment and selection.24

Chapter 1 | Personnel policy They often have a wealth of experience with finding the person, given that this is one of their most important tasks. For specific jobs or sectors, you should contact specialised temporary employment agencies. These can be useful if, for example, you are looking for hospitality employees, fitters or secretaries. They will help you quickly find qualified personnel. 5. Look for personnel within your company Sometimes good personnel can be found close to home. In fact, the right candidate may already be employed at your company. Internal recruitment has the advantage that the person in question already knows your company and will therefore feel quickly at home. In addition, giving employees the chance to progress within the organisation can also have a motivating effect. There is also the benefit of not having to start up an expensive recruitment and selection procedure. Source: www.ondernemenmetpersoneel.nl Personnel 5. Personnel developmentdevelopment Personnel development means the entirety of activities focused on the quality developing of personnel. Quality development is the coordination of the requirements and qualities of the personnel with those of the organisation. When determining the requirements and qualities, the entrepreneur will have to take decisions about which standard to apply and how it is going to be checked and, above all, by whom. As the company develops over time, the entrepreneur will have to evaluate whether the agreed standard can be enforced. Holding work consultation meetings will enable better and different agreements to be made, particularly if it transpires that this improves service or reduces costs within the company. Examples are the development of better sales techniques so that the drinks turnover per guest increases (it is better to sell two drinks per guest than one), a barista who teaches the personnel to set 'real' coffee or agreements about reducing energy costs. The agreements can be recorded in, for example, the employment contracts, company rules, training courses and the personnel plan. The three quality elements are: 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) 25

Part 1 | Personnel & organisation in the hospitality industry Quality of the job: • job content (type of work, promotion opportunities) • employment conditions (salary, days off, holiday) • employment relationships (responsibilities, delegating, relationships with colleagues) • working conditions (safety, starting and finishing times, breaks, pressure of work) Quality of the organisation • business formula (initial phase, changes, restart phase) • corporate culture (organisational structure, safe atmosphere, stress)26

Chapter 1 | Personnel policy1.5  |  Confirmation questions1. A small-scale independent entrepreneur has to fulfil three roles within his company. Which roles are these?2. The personnel policy is an element of the total business policy Which other policy fields are there?3. Please provide two examples of goals that feature in the personnel policy of a luxury restaurant.4. Describe the elements of a personnel plan.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?6. What is personnel management? Please provide two examples.7. What is personnel work? Please provide two examples.8. What are the three personnel quality elements? 27

Part 1 | Personnel & organisation in the hospitality industry28

Chapter 2 | The internal organisationChapter 2Table of contents The following matters are dealt with in this chapter: 2.1 Introduction  31 35 2.2 Structure of the personnel process 41 43 2.3 Task specialisation 45 50 2.4 Work structuring  2.5 Cooperation 2.6 Questions about the chapter 29

Part 1 | Personnel & organisation in the hospitality industry Structure of the personnel processCooperation internal Job and job organisation description Work Jobstructuring specialisation View the Prezi and films at www.penohoreca.nl. E-mail: [email protected]

Chapter 2 | The internal organisation 2.1  | Introduction Elise walks around her new hospitality business. She has three months to find and train members of staff before the company opens for business. She needs people to work in the kitchen, to serve guests and, above all, to clean the hotel rooms as well. During the job interviews she also wants to discuss the tasks and work that have to be carried out in the company. Who, for example, needs to start in the mornings and what exactly has to be done? She cannot be at the company 24 hours a day so it has to be clear who gets a key to lock the doors at the end of the day. In any hospitality business that employs two or more people, the work has to be shared.Division of work Division of work Division of work is the way in which the work to be performed is divided into individual tasks and the way in which these are combined into jobs which employees can perform. Tasks are, therefore, activities at the company which are allocated as efficiently as possible and have to be performed by employees. One example is the task of serving guests. At the same time this work has to be coordinated among staff in order to achieve the desired results. The division of tasks and coordination together constitute the essence of organisation. For this reason, it is useful for the hospitality industry entrepreneur or manager to gain an insight into the science of organisation. A waiter/waitress is someone who is responsible for serving food and drink to guests in a restaurant, café or other hospitality venue. The range of tasks of a waiter/waitress includes the following activities: • Welcoming guests. • Taking orders. • Serving drinks and meals to guests. • Setting tables. • Preparation work (for example folding serviettes, topping up coffee). • Providing information relating to the menu or other matters. • Passing orders on to the kitchen. • Consulting kitchen staff about guests' particularly wishes or allergies. • Possibly preparing (simple) meals. • Drawing up the bill. • Processing payments. • Clearing and cleaning tables. • Possibly supporting colleagues. Source: www.vacatures.nl 31

Part 1 | Personnel & organisation in the hospitality industryOrganisational Science Organisational Science Organisational Science studies the way in which organisations perform their activities. Organising means ensuring that people work together efficiently based on the optimal use of resources. This requires the right coordination with regard to: Sense of purpose The setting of goals and determining the policy to achieve those goals. For example, cleaning shower so that there are no hairs in the plughole. Singleness of purpose Controlling and managing an organisation. For example the supervisor of the rooms department who discusses what has to happen in each room with the chambermaids. Efficiency This must lead to an effective organisational structure and effective job design. For example, each chambermaid knows how many rooms they have to clean and has a list showing how they have to do this. In order to make a proper assessment of the work that has to be carried out in a hospitality business, a distinction is made between work processes (also referred to as primary processes) and support processes. The work processes of the company are the processes which focus directly on achieving the set goals (for example, the sale of food and drink). In a restaurant, cooking and serving are, for example, the most important work processes. Support processes are needed in order to execute these work processes properly. Support processes are intended to facilitate the execution of the work processes in the shorter and longer term. Examples are the availability of ingredients in the kitchen and drinks in the restaurant.Organisational Organisational structure structure The method of arranging the organisation of a company is referred to as the organisational structure. The most important points of departure in this respect are the division of work and the mutual coordination of the work. Each organisation allocates tasks, responsibilities and authorities. (See paragraph 2.2.) Division of work and mutual coordination can be expressed in the following four structure characteristics: Division of work 1. Formal structure 2. Specialisation 3. Influence of the employees 4. Coordination32

Chapter 2 | The internal organisationFormal structure 1. Formal structure This reflects the approximate categorisation of tasks and responsibilities between various groups within the company (for example the kitchen department and the restaurant department). This can, for example, be depicted in an organisational chart (chapter 4). Task, authority and responsibility are inextricably connected with each other. An employee can only be made responsible if he has been assigned the required authority when tasks are allocated to him. If a manager delegates certain tasks to an employee, he will continue to be responsible to higher management for the functioning and the results of his department. Other employees are then responsible for the execution of certain delegating tasks.Specialisation 2. Specialisation This has to do with the diversity of the tasks and capacities of the employees. The aim is to allocate work 'in the workplace' as, for example, laid down in the job descriptions and also determined by the specific work experience of the employees (for example, the head chef). Tasks are sometimes divided up to enable people to work faster or better. Apart from the task, a member of staff may also be specialised, for example, quite simply because he can only perform one or a limited number of jobs. This specialisation may be the result of specific education, or of the employee having lots of experience in a specific field. 3. Influence of the employees In practice, much of the influence that employees exert is informal. This influence is not necessarily exerted via the formal structure within the organisation. The degree to which employees have this influence is also called decentralisation. Does the hospitality industry entrepreneur take all the decisions himself or do employees have the freedom to take certain decisions? If the entrepreneur decides everything himself, do the employees have any influence on the decisions? Does this concern just the operational decisions relating to the execution of the work, or also the more strategic decisions, such as the course the company is going to follow for the longer term? 4. Coordination This means ways in which the work is coordinated and possibly standardised (as is the case at McDonald's). The coordination and standardisation can take place formally, informally, or not at all. After the work has been divided among the employees, it also has to be coordinated. After all, a hospitality business where the employees work in an uncoordinated fashion will not be very efficient. The entrepreneur or another manager can ensure that the work is coordinated in what is referred to as direct supervision. 33

Part 1 | Personnel & organisation in the hospitality industry Secondly, the work, end products and procedures can be highly standardised. This means that there is a (written) record of what everybody's tasks and responsibilities are. The degree to which work, end products and procedures are laid down in writing is also referred to as formalisation. Lastly, employees can consult each other in order to ensure that the work is properly coordinated.34

Chapter 2 | The internal organisation 2.2  |  Structure of the personnel process In a successful hospitality business it is essential that the right employees are present at the right moment and in the right place to perform certain work. The more employees the entrepreneur employs, the more difficult that is. Without structure, division of tasks and a good system to coordinate all the activities, you will not make it as an entrepreneur. As an entrepreneur, you have to: 2.2.1 Provide job descriptions of employees' tasks. 2.2.2 Provide various job descriptions. 2.2.1 From task to job Employees carry out all kinds of different work which includes specific tasks, responsibilities and authorities. In other words, each member of staff performs a certain job. TaskTask A task is a connected entirety of actions to create or produce something. It can also be an entirety of activities which a member of staff must carry out when performing his job. For example, putting out the loungers at a beach café. WorkWork Performance/actions within the framework of an employee's job, arranged in the most efficient way possible. The work of a waiter/waitress.Responsibility Responsibility (responsibilities) Being liable for the consequences of performing a task and taking action accordingly. For example, the clearing up of food that has accidentally fallen onto the ground by the chef who had dropped it (by accident).Authority Authority (authorities) An authority is the right to perform a certain activity. Authorities are determined by a hospitality industry entrepreneur per job. The employment contract records which tasks and authorities a member of staff has (usually this is determined per period). For example a waiter/waitress starts as a runner, meaning that they deliver the food and drink to the tables and are only allowed to take orders as well sometime later on. 35

Part 1 | Personnel & organisation in the hospitality industry Job 2.2.2 Job description description The tasks, work, authorities and responsibilities which belong to a job, are, in principle, recorded by the entrepreneur in a job description. The job description gives the member of staff clarity about what is expected of him and gives the entrepreneur an overview of the division of work and derived tasks, authorities and responsibilities in the company. Members of staff are assessed on the basis of the difficulty and method of performing their job. Job Job A job is a connected 'combination of tasks' with a: • clear, recognisable name; • clear description of the (global) tasks, authorities and responsibilities; • described place in the organisation and the hierarchical line; • defined value (remuneration) within the whole; • objective which a member of staff has to achieve in his work. For example, the washing up of all the crockery/cutlery/plates: the dishwasher. Before the manager can draw up a job description, it is essential that he first carries out a job analysis. A job analysis is a systematic analysis of the content of a job with corresponding requirements which are imposed on the member of staff that has to perform this job.36

Chapter 2 | The internal organisationA good job description can be used for:• The recruitment and selection of new members of staff.• The prevention of overlap between work.• The discovery of tasks which no one is carrying out.• The mutual coordination of authorities and responsibilities.• The conducting of assessment and appraisal interviews.• The classification of members of staff into scales (job evaluation).Which details have to be included in a job description?The job titleThe job title is the name that the job is given in the company and the name referred to in theHandbook of Reference Jobs for the Hospitality Industry Sector [Handboek van de Referentie-functies voor de Bedrijfstak Horeca].The position in the organisationWho does the employee report to? How many employees is the employee in question in chargeof? Who attends meetings? Does the employee have contact with, for example, suppliers?We can often show the position in the organisation in an organisation chart or organogram.The aim of the jobIn other words, why has the company created the job and what does the company expect of theemployee? 37

Part 1 | Personnel & organisation in the hospitality industry The job content Which tasks, authorities and responsibilities are associated with this job? For example, if it is the task of the head chef to maintain the kitchen purchasing percentage of the net turnover at 30%, despite not being allowed to make purchases himself because there is a purchaser who also purchases the kitchen products, you cannot really make the head chef responsible for any discrepancies. The fact is that he is not authorised to make purchases himself. Difficult circumstances (inconvenience) These are problems that are inherent in performing a certain job. A warehouse manager has to transport goods to the warehouse after they have been received. A host or hostess also has to work on holidays if other people are off. The chef has to spend a long time standing at a hot stove. Step 1 • Tasks • Responsibilities Step 2 • See www.referentiefunctieshoreca.nl • Find the right reference job Step 3 • Compare tasks and responsibilities • Supplement Phased plan for creating a job: the first steps38

Chapter 2 | The internal organisation Categorisation according to the Register of Reference Jobs for the Hospitality Industry [Register Referentiefuncties Horeca] Phased plan for categorising business functions in the hospitality industry Register of Reference Jobs for the Hospitality Industry STEP 1: Make sure there is a clear, accepted description of the business function • Describe (as the employer), in your own words, the most important responsibilities and tasks in the job. When doing so you can choose the most suitable reference job(s) as a guideline. • D iscuss the content of the business function with the member(s) of staff and the manager(s) involved, make sure there is agreement about the text, modify the business function as necessary and have the the member(s) of staff sign 'as read' and the manager(s) 'as approved'. STEP 2: Choose the most suitable reference job(s) for the business function. • Choose the reference job(s) which is/are most suitable for comparison with the business function. • In the event of a combination of reference jobs or an assistant job, check the instructions for categorising combination jobs for assistant jobs. • STEP 3: Compare the content of the business function with that of the reference job(s) and the corresponding Level Defining Characteristics [Niveau Onderscheidende Kenmerken (NOKs)] or Categorisation Resource(s) [IndelingsHulpMiddell(en) (IHMs)] • I dentify which differences exist between the business function and the reference job(s), NOK(s) and IHM(s). • Determine to what extent the degree of difficulty of the business function differs from that of the chosen reference job(s), NOK(s), IHM(s). NB If one job includes more or fewer responsibilities, tasks, etc. than another, but the type and degree of difficulty is the same, the jobs will be regarded as equal on this point. Not all criteria of a NOK or IHM have to be applicable if a job is easier or more difficult than the reference job. The important thing is the interpretation of the general picture. 39

Part 1 | Personnel & organisation in the hospitality industry Follow-up to phased plan STEP 4: Draw conclusions about the difficulty of the business function. The level of the business function is equal to that of the reference job, NOK and IHM if: • the responsibilities and tasks are approximately equal to those of the reference job, NOK and IHM; • the degree of difficulty of the responsibilities and tasks is approximately equal; • approximately the same knowledge and skills are required as in the reference job, NOK and IHM. The level of the business function is less taxing than that of the reference job, NOK and IHM if: • there are clearly fewer responsibilities and tasks than in the reference job, NOK and IHM; • the degree of difficulty of the responsibilities and tasks is lower; • fewer knowledge and skills are required as in the reference job, NOK and IHM. The level of the business function is more taxing than that of the reference job if: • there are clearly more responsibilities and tasks than in the reference job, NOK and IHM; • the degree of difficulty of the responsibilities and tasks is higher; • more knowledge and skills are required than in the reference job, NOK and IHM. STEP 5: Determine the category of the business function in question In normal cases, the conclusion regarding the difference in level between business function and reference job will lead to the following categorisation: • = (equal): categorisation in the same group as the reference job, NOK and IHM; • - (lighter): categorisation one group lower than the reference job, NOK and IHM; • + (harder): categorisation one group higher than the reference job, NOK and IHM. There may be doubts about the accuracy of the categorisation. In such instances, the categorisation procedure must be repeated with another reference job, preferably from a different level than the first reference job. It is usually possible to draw a definitive conclusion from the combination of outcomes. STEP 6: Inform the member of staff about the categorisation of his business function • Inform the member of staff about which group the business function has been categorised in and with which reference job(s) the business function has been compared. • State the job group and the chosen reference jobs on the employment contract. Allow the member of staff to inspect the categorisation procedure followed and the material used and draw his attention to the appeals procedure. Source: www.referentiefunctieshoreca.azurewebsites.net40

Chapter 2 | The internal organisation 2.3  |  Job specialisation Task During the Industrial Revolution it transpired that advantages could be gained by continuallyspecification simplifying the work that an employee had to do. This allowed the factory to use employees with a lower education who were therefore cheaper. Compare, for example, a well-trained chef who works in a roadside restaurant with a student flipping burgers at McDonald's. The former requires many years of training and the latter a couple of days or perhaps even a couple of hours. This job specialisation not only reduces costs, but also increases productivity. It enables you to make more of the same products in a shorter period of time because you can focus entirely on making just that one product. By using the job description or handbook containing the standard operational procedures (SOPs) applicable to the member of staff, you can record exactly what you can expect from the member of staff when it comes to carrying out the work. This also allows you to check very precisely whether the member of staff meets the company's expectations. Researchers of scientific management also advocated task specialisation for three reasons. Firstly, in order to break the power of the craftsmen in the workplace. Secondly, to increase production, make it easier to control the production process and reduce production costs and thirdly, because they wanted to be able to calculate exactly what you could pay the worker for each product. This led to the large-scale use of piecework pay in a factory. The idea behind this was that the more products the worker made, the more wages he would receive. The advantages of task specialisation are: • The work is easier to learn and carry out. • The work is easier to check as regards number and (partial) quality. • The work can be quantified. In other words: each piece can be counted. • The work required to produce each piece can be calculated. • The work can be paid for per piece produced. • The member of staff can therefore influence his own wages by working harder. 41

Part 1 | Personnel & organisation in the hospitality industry Nevertheless, after a certain period of time, it became clear that the system of job specialisation had gone too far, primarily because the factory owners believe they could constantly increase profits while paying less and less attention to the interests of the workers. Rather than productivity increasing, it stagnated or even declined. This was because the factory owners did not take sufficient account of the disadvantages of task specialisation: • The work becomes more and more monotonous. Although a certain degree of automation is good, you eventually end up losing sight of what you are doing and why you are doing it. • The employees work on a part of the product which is too small, meaning that they never get to see the total product they are making. This makes them feel no longer responsible for the overall quality of the product and, as a result, a certain degree of (unintentional) sabotage becomes possible. • The member of staff starts becoming more and more removed from his work. This is because his only focus is on creating a good product. This situation can also lead to him being more and more isolated outside the company. We refer to this as social isolation. • The member of staff cannot develop because he is no longer able to think for himself. Attempts can be made to limit the negative consequences of excessive task specialisation by bringing elements of the work together again. This is evident in the different types of work structuring. We refer to a job or task as very specialised if the task is only a small part of the total production process and is carried out by just one person (for example a dishwasher). There are two types of job specialisation, namely horizontal job specialisation and vertical job specialisation. Horizontal Horizontal job specialisationjob specialisation Horizontal job specialisation (in its extreme form) consists of someone continually performing the same activity, day in day out. The activity is clearly defined and is regular, sometimes even monotonous or boring. Incidentally this does not mean that everyone dislikes this work, by definition, nor that it is only performed by workers with a low level of education. Vertical Vertical job specialisationjob specialisation Horizontal job specialisation relates to a division of tasks between employees at the same operational level. Vertical job specialisation concerns the division of tasks and responsibilities between managers and their subordinates. Vertical job specialisation ensures that a lot of employees do not need to think about the 'how and why' of their work. In that instance the 'operational' member of staff does not have much say and control over how his work is performed. This has to do with the hierarchy in an organisation: a manager determines what the operational employees do.42

Chapter 2 | The internal organisation 2.4  |  Work structuring The term work structuring means a shaping of the tasks and jobs which results in the tasks to be performed being grouped in a way that maximises the employees' capacities. One example is the waiter/waitress tasks which are related to the direct provision of a service to the guest. The kitchen-related tasks are aimed at preparing the food. There are four work structuring methods: Job 1. Job rotationrotation This involves members of staff switching tasks within a fixed schedule. This too is a situation of tasks at the same level. For example, employees in the kitchen take it in turns to work on a buffet, prepare breakfast and clear the tables. Job 2. Job enlargementenlargement In the case of job enlargement, the member of staff not only does his normal work but is also assigned additional tasks with the same degree of difficulty. A receptionist can also accept restaurant reservations and/or send emails in addition to answering the phone. Job 3. Job enrichmentenrichment The idea is to enrich the job content in such a way that the member of staff can satisfy his higher needs, such as the need to perform and the need for recognition, responsibility, growth and interesting work. The assistant restaurant manager can also be involved in training students, in addition to his daily work. In addition to selling and pouring wine, a sommelier may also order wine from suppliers or help compile the wine menu. The major advantage for a company, besides increasing staff motivation, is that little by little a layer in the organisation is removed to create decentralisation. The difference between job enrichment and job enlargement is that the job does not expand in the horizontal direction (more of the same kind of tasks), but in a vertical direction (different tasks and at different levels). In concrete terms, job enrichment usually means the addition to the job of activities relating to planning, organisation and control.Self-managing 4. Self-managing teams (autonomous groups) teams An autonomous group is a working group with a relatively defined task whose members have a variety of skills which are important for the execution of the group task. An essential characteristic of the autonomous group is that the members have a significant degree of power to take decisions about their working methods, working schedule and the mutual division of tasks. A self-managing team could consist of party planners sent out by catering companies to organise a party. 43

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Chapter 2 | The internal organisation2.5  | CooperationOrganisations consist of people who cooperate. Healthy cooperation leads to higher productivity.The more effectively the team members in the restaurant and in the kitchen anticipate andcomplement each other, the better the set goals can be achieved. This is only possible if the teammembers know each other well, including in relation to each other's strengths and weaknesses. Tobe successful and to remain successful, the weaknesses of the team members must be improvedwherever possible.The fact that the chain is only as strong as its weakest link means that it is important that theentrepreneur or manager continuously stimulates cooperation in both the restaurant team andthe kitchen team. Being able to cooperate properly determines the quality of the services providedin a hospitality business.Key factors for success as regards team cooperation are: Clear goals Sharing Cooperation Initiative responsibility in a team Flexibility Goodcommunication Respect for each other 45

Part 1 | Personnel & organisation in the hospitality industry Clear goals The basis for good cooperation is laid by having a good description of the goal. A clear and achievable goal makes cooperation a lot simpler. It is important to communicate the goal properly and lay it down in writing. Initiative It is important to encourage all members of the team to take initiatives regarding ideas for better cooperation, more efficient working methods and/or product or service improvements. With your creative powers you can quickly devise solutions for new situations. Flexible Working in a team means that you can be called on to take over tasks at any point in time. This means that you can change your attitude and views voluntarily in line with changing circumstances in your working environment. Respect for each other / trust A team works well together and is able to cope if the team members look out for each other. This means that you are interested in each other and support each other in difficult times. If you respect each other, you will value each other. That means that you accept people as they are and do not look down on others with disdain. Respect for each other begins by yourself. Anyone who respects himself will not be so quick to judge another. Respect is something someone has to command, or earn. Wherever there is respect, there is also trust. Good communication Cooperation starts with looking at, and listening to, each other properly. Employees can only cooperate effectively if they communicate properly. The process of forming a team is no different to a process of learning to cooperate more intelligently. By that we mean understanding each other and 'hearing' what other people say. You can understand each other by communicating. Better cooperation can therefore be achieved by better communication. Sharing responsibility Working as a team is only possible if all team members have and take responsibility for their share as regards the functioning of the company or the institution. Your responsibility depends partly on the job you have and the tasks you perform. Everyone has the responsibility of listening to each other, giving each other space and providing each other with feedback on the communication.46

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Part 1 | Personnel & organisation in the hospitality industry The five golden tips for trusting your team The experts agree that trust is the basis for a successful team. Teamwork is actually impossible without trust. One of the five frustrations as regards teamwork is, according to guru Patrick Lencioni, that trust is slow to win and quick to lose. Trust in a team is elusive. Building it is not something you can force. The following are five practical tips for increasing the level of trust in teams: 1) Rather than talking about trust the whole time, do something about it Some team members and managers have the tendency to talk about 'trust in the team' and sometimes even the 'safety in the team' on regular occasions. That has an adverse effect. You cannot win trust by force by emphasising its importance or by proclaiming trust to be a core value. Trust and safety in the team can only be built up by getting to know each other (better) and by creating positive joint experiences. This means you sometimes cannot avoid adopting less spontaneous working practices (see tip 2). 2) Make sure that the team members find out more about each other You will be surprised at how little team members sometimes know about each other. A basic exercise that can be used is to have everyone say something about themselves. In other words about unusual hobbies, their favourite holiday, work highlights, etc. You can also opt for a more entertaining type of exercise whereby the team members bring along an object and tell the others a personal story that has to do with it. For example you can organise a so-called 'team bingo'. Give your team a bingo card full of amusing facts about the team members ('Likes Barbara Streisand', 'Goes fly fishing', 'Once played tennis professionally'). You win the bingo if you are the first one to match the names of the team members to the facts. Do not forget to have a nice prize ready to give to the winner. 3) Enable the team to discover each other's strong points Team members often do not know how to reach out for help. This is not a question of unwillingness but simply because they are unaware of the specific qualities of the team. For this reason you should try the quality game involves team members identifying qualities which they can associate with and then discussing them. A personality test, such as a motivation test provides a deeper insight into how everyone can contribute to the team. What is important as regards these methods is to translate the outcomes immediately into practical cooperation. What could each team member do more or less with his qualities?48

Chapter 2 | The internal organisation 4) Create positive shared experiences Classical team building is regularly used as a way of building trust, in the form of building bridges, painting or a djembe drumming session. Not everyone enjoys this kind of extracurricular activity and the question is whether they are actually effective. After all it is quite difficult to translate the experience to the workplace. You should therefore choose team building which actually benefits your team, for example by having the team work together to solve the problem, make a decision or create something in a way that uses everyone's (newly discovered) qualities. Discuss what did and did not help to achieve the result. 5) A good conflict is half the work Once team members know each other slightly better, they will dare to do more and this may lead to conflicts. Although it sounds strange, if a team has a conflict it is a good sign because it is an indication that team members dare to express their views. The trust in the team will increase considerably if such a conflict can be discussed and resolved by the team. The team manager will have to play a leading role in this respect. That is far from easy because the atmosphere will suddenly be less enjoyable and the outcome unsure. You should therefore not make it too personal and start by resolving a fundamental difference of opinion during the work consultation meetings. Structure the discussion, make sure that everyone can have his say, summarise the options and allow the team to decide. After that discuss what did and did not help to resolve the conflict. Source: Schateiland en Tablegroup 49

Part 1 | Personnel & organisation in the hospitality industry 2.6  |  Questions about the chapter 1. What is division of work? 2. Please state four characteristics of division of work. 3. What is a task? 4. Explain what a job is. 5. Which details have to be included in a job description? 6. What are the first three steps when categorising business functions in the hospitality industry according to the Register of Reference Jobs for the Hospitality Industry? 7. A. Find the Register of Reference Jobs for the Hospitality Industry on the Internet. B. Describe the tasks and responsibilities which are referred to in the register in conjunction with the following jobs: • W aiter/waitress • Head waiter/waitress • Dishwasher • Independent chef 8. 'Healthy cooperation leads to higher productivity.' What does this statement mean? Please explain using an example.50

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