1. Managing Employees 11 chapter

2. Staffing The process of recruiting and hiring employees to fulfill job obligations associated with the delivery of a product at a recreation agency is called staffing. It is vital to have employees with appropriate skills assigned to positions that maximize their expertise in performing the functions of the position. Recruiting and hiring employees are detailed processes that require a considerable amount of planning.

3. Job Classification Job classification determines what type of position an organization needs to hire for and where that position fits within the organization. Job classification places a value on each job that is required to fulfill the mission and goals of a recreation agency. This value determines the compensation and responsibilities associated with each position. Collectively, this process results in a hierarchical compilation of the job title and responsibilities of each job necessary for delivering the products of a recreation organization.

4. Organizational Chart All jobs in a recreation facility need to be thoroughly analyzed, and that content needs to be organized into a meaningful structure. Job classifications result in all positions having a title that demonstrates the classification of each position within the organization. An organizational chart is a common way to classify and organize positions. (continued)

5. Organizational Chart (continued)

6. Job Description The job description is a detailed document that includes all the responsibilities of the position. This information gets the attention of prospective employees and also eliminates unqualified applicants. A job description includes the specific job area, its placement in the organization, and its responsibilities. (continued)

7. Job Description (continued) The job description could include the following: –Summary of the position –Primary functions –General and specific responsibilities –Selection criteria –Details on whom the employee reports to

8. Hiring Procedures Recreation administrators must base hiring decisions on the competency of the person applying for the position while also taking into consideration laws, ethics, and practicalities. Human resource professionals can advise managers on the various laws and regulations that apply to the hiring procedures of the organization.

9. Hiring Process The basic steps of the hiring process should remain the same for every position in the organization. However, the challenge of selecting the best candidate for the position becomes more demanding as the responsibilities of the position increase. (continued)

10. Hiring Process (continued) The steps in the hiring process include the following: –Job announcement –Application screening –Interview –Assessment exercises –Job offer

11. Job Announcement The first step in recruiting potential candidates for recreation facility positions is to make a formal job announcement, also called a job posting, that can create awareness of the opportunity. This announcement could be advertised in local newspapers, in professional journals, on job-search Web sites, and on facility bulletin boards where potential candidates might look for job opportunities.

12. Screening Application Materials Once the application deadline has passed, recreation facility managers must review the submitted application materials to determine which candidates to interview. Assessment of application materials should be as objective as possible and should be based on the selection criteria and specific screening requirements listed in the job description.

13. Interview A common practice for interviewing the top three to five candidates is a face-to-face interview with the supervising staff member or a group interview process. Whatever process is chosen for the interview, it is critical that the interview questions be carefully prepared in advance.

14. Assessment Exercises Assessment exercises may be included in the interview process depending on the complexity of the position. Assessment techniques can include the following: –Writing exercises –Graphic design exercises –Maintenance field exercises –Computer skills assessments

15. On-the-Job Training On-the-job training is accomplished from meeting with various staff, including the administration, supervisors, and coworkers. Workshops, retreats, and other professional development opportunities may be offered to employees to further their development of knowledge about their position. The goal of any training program should be to provide new employees with every opportunity to succeed in their new position.

16. Performance Appraisal Recreation facility managers must monitor, assess, motivate, and offer constructive input to employees. A performance appraisal is a formal process resulting from the observation and evaluation of an employee in an effort to assess how the employee is meeting expectations. Supervisors and employees are able to discuss what a supervisor’s expectations are and whether or not the employee is meeting those expectations. (continued)

17. Performance Appraisal (continued)

18. Types of Employees Often, recreation facility managers underestimate how much is involved in keeping a facility at its optimal level of operation. Recreation facility managers have to supervise a variety of employees in order to keep a facility operating efficiently. Employees can be described as either internal or external.

19. Internal Employees Administrative Supervisory Specialist Maintenance or operations

20. Administrative Employees Administrative employees represent the executive level of an organization. The highest-level person may be the chief executive officer (CEO) in the private sector or the administrator or director in the public and nonprofit sectors. This person’s role is to make all decisions that affect the mission and vision of the organization. This person may or may not be involved in the day- to-day operational decisions of a recreation facility, depending on its complexity and size.

21. Administrative Employees: Recreation Facility Managers Usually a representative of the owner or administration is in charge of daily facility operations. Recreation facility managers may need years of experience and specific certifications or degrees in order to perform their responsibilities. They are in charge of employees, budgeting, office management, and all other responsibilities that support the administration of the facility.

22. Administrative Employees: Supervisors The person responsible for reviewing the work of one or more subordinate employees is a supervisor. Supervisors have full responsibility for the employees in their area and accept the responsibility for accomplishing the tasks assigned to them by recreation administrators. Supervisors are representatives of the administration and are often held responsible for their employees’ performance.

23. Administrative Employees: Specialists Several job functions in recreation facilities require specialized employees, or specialists, who have received training to assist in delivery of the recreation product. In terms of recreation and leisure activities, specialists may be skilled in aquatics, therapeutic recreation, or fitness.

24. Administrative Employees: Maintenance and Operations Maintenance employees consist of skilled, semiskilled, and nonskilled employees. The size and classification system of the agency dictate the number of maintenance employees. As the agency increases in size, maintenance responsibilities become greater and more specialized.

25. External Employees Many functions in the recreation environment are accomplished by external, or outside, companies or people. The use of external resources to accomplish a task is called outsourcing. This option is often exercised when a recreation organization is relatively small. Outsourcing can be a viable option when the agency cannot afford to have a full-time staff person for a particular facility need.

26. External Employees: Management Professionals Other types of management professionals may be required to be part of the administration and delivery of a product. These are typical external management professionals: –Accountants and other financial consultants –Lawyers and other legal professionals –Medical professionals –Architects and engineers –Horticulture or landscape professionals

27. External Employees: Field Experts Much like the specialists who are hired and trained within an agency, external field experts can respond to certain problems. Field experts may have a trade that keeps the facility operational. Plumbers, electricians, tree surgeons, general contractors, and laborers may all be hired to provide expert assistance for specific tasks.

28. External Employees: Vendors Vendors can be a valuable resource, and the relationship between management and vendors should be nurtured to benefit agency operations. Vendors usually provide a product (fertilizer, concessions, or sport supplies) or a service (mowing, snow removal, or uniform laundering).

29. External Employees: Volunteers Although not technically an agency employee, an external workforce that is beneficial to the delivery of services at a recreation agency is volunteers. Many municipal or not-for-profit recreation organizations use volunteers to meet a variety of needs. Volunteers help fulfill production responsibilities as well as facility needs. (continued)

30. External Employees: Volunteers (continued)

31. Work Environment Employees perform best when they are in a comfortable and safe work environment. Recreation administrators must create a safe and appropriate environment for employees to meet their obligations without stress resulting from the workplace condition. Work assignments should be thought out, organized, and presented to employees with full understanding of the conditions of their work environment.

32. Employee Relations Employee relations can be one of the most important and challenging considerations in the recreation work environment. Fair and consistent treatment is critical in relating to employees. The ability to interact and negotiate with employees can be instrumental in maintaining employee morale and support. Policies, procedures, rules, and regulations should be clearly communicated in employee handbooks that all employees receive during job training.