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Training For Human Resource Management: Competency: Recruit, Select and Induct Staff

This document provides guidance on training event staff for human resource management. It discusses preparing job descriptions and person specifications for event roles. It also outlines general training topics like the event's objectives, venue details, and specific duties. The training should explain the event's structure and motivate staff to provide excellent customer service. Additionally, it describes the typical stages of group development and differences between long-term and temporary event teams.

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mhatet_ignacio
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51 views14 pages

Training For Human Resource Management: Competency: Recruit, Select and Induct Staff

This document provides guidance on training event staff for human resource management. It discusses preparing job descriptions and person specifications for event roles. It also outlines general training topics like the event's objectives, venue details, and specific duties. The training should explain the event's structure and motivate staff to provide excellent customer service. Additionally, it describes the typical stages of group development and differences between long-term and temporary event teams.

Uploaded by

mhatet_ignacio
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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TRAINING FOR

HUMAN RESOURCE
MANAGEMENT
Competency : recruit, select and
induct staff
PRE-EVENT CHARTS
 All those responsible for the primary functions during the planning stage,
such as finance, marketing, entertainment, catering and human resource
management.
 Small cross-functional teams which manage specific issues such as safety
and customer service.
 The stakeholders committee (including external contractors, suppliers and
public bodies).
CHARTS DURING THE EVENT
 Full staff complement, together with reporting
relationships for the overall event operations.
 Emergency reporting relationships (simplified and
streamlined for immediate response)
POST-EVENT CHART
 After the event, the team frequently disperses,
leaving only a few individuals and a chart showing
key personnel involved with evaluation, financial
reporting and outstanding issues.
PREPARING JOB DESCRIPTIONS
 A job description, outlining the tasks that need to be performed, is
required for each role.
 This document should show the position title, the reporting relationships
and the duties.
 Once the job description is complete, it is necessary to develop a person
specification.
SAMPLE JOB DESCRIPTION
Job Description

Position title : Catering Services Manager


Reports to : Venue Services Manager
Responsible for : Sub-contracts with caterers/concessionaires

Position summary:
To meet the food and beverage needs of all customer groups through the
selection and management of appropriate subcontractors and
concessionaires.
Duties

 Develop tender documents for provision of food and beverage, including


bars, fast food, coffee stalls, snack bars, VIP and staff catering.
 Select subcontractors and confirm agreements regarding menus, pricing,
staffing and service levels.
 Develop operational procedures with special attention to integration of
services, food hygiene plans, supply and storage of food and beverage,
staffing and waste management.
 Monitor performance of contractors.
 Deal with daily operational and customer complaint issues.
SAMPLE PERSON SPECIFICATION
Person Specification

Position title : Catering Services Manager


Reports to : Venue Services Manager
Responsible for : Sub-contracts with caterers/concessionaires

Position summary:
To meet the food and beverage needs of all customer groups through the
selection and management of appropriate subcontractors and
concessionaires.
Knowledge:
 Legal contracts (with professional advice where necessary)
 HACCP (food hygiene plans)
 RSA (responsible service of alcohol)
 Catering for large numbers
 Installation and management of bar and kitchen facilities

Skills:
 high level negotiation skills
 Verbal and non-verbal communication skills
 Preparing budgets and planning
 Development of operational procedures
 Problem solving
Experience:
 Managing large-scale catering subcontracts, multiple subcontractors,
concessionaires.
 Menu planning and catering control systems for large-scale catering
 Operational planning for new installations.

Desirable:
 Experience in an event environment
TRAINING
Event staff must be trained in three basic areas:

 The objectives of the event


 The venue
 Specific duties
GENERAL OUTLINE
 Staff need to be presented with a general outline of the
event, as well as its objectives and organizational structure.
They need to be motivated to provide outstanding service
and reliable information to every member of the event
audience.
GROUP DEVELOPMENT
Groups tend to go through five defined stages in their development:
1) Forming – this is the period during which members grow used to one another and
tentatively formulate goals and behaviors that are acceptable.
2) Storming – in this stage there is generally some conflict over control and
leadership, including informal leadership, known as sorting out ‘the pecking order’.
3) Norming – once the hierarchy and the roles of all group members have been
defined, the group tends to adopt a common set of behavioral expectations.
4) Performing – during this productive stage, members focus on performance within
the framework of the team.
5) Adjourning - faced with disbandment, successful teams share a sense of loss. In
this stage, feelings of achievement are tempered by sadness that the group will be
disbanding.
DIFFERENCE BETWEEN LONG-TERM
AND SHORT-TERM TEAMS
Long-term teams Temporary teams
 Commitment to organization’s mission  Commitment to task
 Decisions by consensus  Leader solves problems and makes
 Group cohesion over time decisions
 Career development within  Limited relationship building
organization  No career/organization orientation
 Intrinsic satisfaction
 Tangible rewards
 Empowerment
 Limited responsibility
 Lifelong learning
 Limited learning
 Positive performance management
 Positive reference

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