FACILITIES OPERATIONS & MANAGEMENT

Lecture 1 - STAFF

What we aim to look at today Introduction in to facilities Operations

and management. ( Hospitality Industry Context )

Staff: structure and responsibilities; employment terms and conditions; training and development; appraisal; legal issues eg equal opportunities, discrimination, dismissal,

Facilities Management an Introduction.

Facility management (  or FM) is an interdisciplinary field devoted to the coordination of space, infrastructure, people and organization, often associated with the administration of office blocks, arenas, schools, convention centers, shopping complexes, hospitals, hotels, etc.

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What's a facility ?

Facilities management 1 Role of the facilities manager

1.1 Health and safety1.2 Fire safety1.3 Security1.4 Maintenance, testing and inspections1.5 Cleaning1.6 Operational1.7 Tendering1.8 Commercial property management1.9 Business continuity planning1.10 Space allocation and changes1.11 staffing - today

How does it apply to hospitality

A hotel or other lodging, resort, facility is leasing the space. Areas of overlap.

1.1 Health and safety1.2 Fire safety1.3 Security1.4 Maintenance, testing and inspections1.5 Cleaning1.6 Operational – energy, resources, sustainability1.7 Tendering1.8 Commercial property management1.9 Business continuity planning1.10 Space allocation and changes1.11 staffing

How does it apply to hospitality

It is concerned with generating models for the effective and integrated management of various types of accommodation:

a developing subject but one where evident applications and benefits to the hospitality industry are yet to be fully developed and demonstrated. For this reason at least, hospitality managers should maintain an awareness of developments in the FM field

Staff Structure and responsibilities Areas Accounts – accountant , account assistant Customer service & admin – IT, training, Construction – architects, Maintenance and operations. – handy man, cleaners,

business manager. Renovations- carpenters , painters, glass workers, Planning – project managers .

Employment terms and Con’d

Job description Continuous employment Salary Deductions Place of work Sickness Expenses Confidentiality property Intellectual property rights Work wear and equipment Interception of communications Disciplinary, dismissal and grievance procedures Data protection Rules and procedures Collective agreements Entire agreement

Training and development Q1 – Difference between Training and

development ( HR L5S6,7) Q2 – Name 6 types of Learning e.g. OTJ Q3 – 5 benefits of T & D Q4 – 5 Barriers to T & D Q5 - 8 uses of appraisals Q6 – 4 rating scales

Equal opportunity and Legal issues Q7 – discriminatory criteria name 7 Q8 – you are the HR manager of Hilton. One of your front

office staff broke his leg from a Bajaj motorbike accident. Now he cannot stand at the front desk. What do u do?

Q9 – you want to change shift hours of your reservations staff as calls come till about 10pm. They now go at 9 after starting at 12pm and have 1 hr lunch break. Staff are happy to support this cause and not work the half day on Saturday. Can we do this?

Q 10 - Now the Ceo heard about this and wants you the front office manager to work the same shift hours… can he make you do this ?

ANSWERS Training & Development A1 - Training is defined as any attempt to improve

employee performance on a currently held job or one related to it // development refers to learning opportunities designed to help employees grow.

A2 - On the job training , Apprenticeship training, Informal learning, Job instruction training, Lectures, programmed learning , Simulated training, computer based .

A3 - The work requires skills that are best developed by formal instruction – ( brain surgery , rocket design ), Different skills are required by a number of people, which have to be developed quickly to meet new demands and cannot be acquired by relaying on experience. (launching a new product )

Training & Development

A3 - Tasks are specialised or complex , staff wont master them on own, at reasonable speed.

Critical information must be passed on to employees to ensure that responsibilities are met – class give 24 examples from the industry.

The learning need is common to many A4 - urgent need; you need this person so badly right now

that you don ’ t have time to train” , training time: your time and the worker ’ s time. , money , turnover — people leave just as you get them trained, and you have spent all that time and money and effort for nothing. short- term associates. Diversity of workers can be a training problem. Some are pursuing college degrees; others are poorly educated

Answers A 4 - complexity of jobs containing up to 200 or 300 different tasks, A5 - 1.Promotions , 2. Confirmations, 3. Training and Development , 4. Compensation reviews ,

5.Competency building , 6. Improve communication 7. 

A6 - 1. Critical incident method

The critical incidents for performance appraisal is a method in which the manager writes down positive and negative performance behavior of employees throughout the performance period

2. Weighted checklist

This method describe a performance appraisal method where rater familiar with the jobs being evaluated prepared a large list of descriptive statements about effective and ineffective behavior on jobs

3. Paired comparison analysis

Paired comparison analysis is a good way of weighing up the relative importance of options. A range of plausible options is listed. Each option is compared against each of the other options. The results are tallied and the option with the highest score is the preferred option.

4. Graphic rating scales

The Rating Scale is a form on which the manager simply checks off the employee’s level of performance. This is the oldest and most widely method used for performance appraisal.

A 7 – Age , Disability , Race – this includes ethnic or national origins, colour or nationality , Religion or belief – this includes non-belief, Sex, Sexual orientation.

According to Sri Lankan penal code, sex between men is punishable by 12 years in jail while the existence of lesbianism is not even acknowledged by the 1883 Penal Code.

I personally feel that the country’s law should not be broken as a business looking towards sustainability.

Having said that it is important to maintain good ethics and not discriminate. Therefore it’s important to maintain a good balance between the extremes.  

Q8 – you need to find a stool for him to sit on when he’s back from treatment. If its really not helping with the role you need to allocate a different spot with his permission, preferably in writing.

A 9 - the normal period during which any person may be employed in or about the business of any shop or office - (a) on any one day shall not exceed eight hours, and in any one week shall not exceed forty five hours.

A – 10 - The provisions of subsection (1) shall not apply to any person who holds an executive or managerial position in a public institution and who is in receipt of a consolidated salary the initial of the scale of which is not less than Rs.6,720 per annum. Where any question arises as to

whether any person holds an executive or managerial position, such question shall be decided by the Commissioner and his decision shall be final and conclusive. (1975)

Transfer of Undertakings If the ownership of the business changes.. Many international Law systems i.e. (Transfer of Undertakings Protection of Employment Regulations 2006 UK

, Transfers of Undertakings Directive E.U )

Require the below, and although not legislated in Sri Lanka it makes ethical sense to adhere to the following.

employees are not dismissed employees' most important terms and

conditions of contracts are not worsened affected employees are informed and

consulted through representatives

Dismissal

There are different types of dismissal: fair dismissal unfair dismissal constructive dismissal wrongful dismissal

Dismissal Constructive dismissal This is when an employee resigns because you’ve

breached their employment contract. This could be a single serious event or a series of less serious events.

An employee could claim constructive dismissal if you: cut their wages without agreement unlawfully demote them allow them to be harassed, bullied or discriminated

against unfairly increase their workload change the location of their workplace at short notice make them work in dangerous conditions

Dismissal Unfair dismissals Even if you think you’ve dismissed

someone fairly, they could still claim unfair dismissal against you if they think that:

the reason you gave for the dismissal wasn’t the real one

the reason was unfair you acted unreasonably, eg by failing to

give them plenty of warning about their dismissal

Dismissal Wrongful dismissal This is where you break the terms of an

employee’s contract in the dismissal process, eg dismissing someone without giving them proper notice.

Wrongful dismissal isn’t the same as unfair dismissal.

If an employee thinks you’ve dismissed them unfairly, constructively or wrongfully, they might take you to an employment tribunal

Dismissal FAIR dismissal

You must have a valid reason for dismissing an employee. Valid reasons include:

their capability or conduct redundancy something that prevents them from legally being

able to do their job, eg a driver losing their driving licence

There could be other fair reasons too - these are sometimes called ‘other substantial reasons’.

Dismissal FAIR dismissal

Acting reasonably Even if you have a fair reason, the dismissal is only

fair if you also act reasonably during the dismissal and disciplinary process.

There’s no legal definition of ‘reasonableness’, but if you’re taken to an employment or industrial tribunal they would consider whether you:

genuinely believed that the reason was fair carried out proper investigations where appropriate

Dismissal FAIR dismissal followed the relevant procedures told the employee why they were being considered

for dismissal and listened to their views allowed the employee to be accompanied at

disciplinary/dismissal hearings gave the employee the chance to appeal Reasonableness might also depend on whether

the employee could be expected to understand the consequences of their behavior.

Dismissal Summary dismissal

This is when you dismiss someone instantly without notice or pay in lieu of notice, usually because of gross misconduct (eg theft, fraud, violence).

Tribunals may rule a summary dismissal as ‘procedurally unfair’ - you can only suspend someone without pay if their contract says you can do this. If it doesn’t, you should suspend the employee on full pay and investigate the circumstances.

If you feel summary dismissal’s your only choice, you must still follow a fair procedure as you would do for any other disciplinary matter

Bibliography

http://www.bristol.ac.uk/hr/terms/generalterms.html

http://www.geocities.ws/srilankangay/law.html

https://www.gov.uk/dismiss-staff/overview