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Personnel Management

Personnel Management. Steir – Chapter 9 (03 April 2007). Class Reminders. Article Analysis #4 – will be passed back Weekly Article #7 (hiring/firing) – due today WebCT Quiz/Discussion for 8 & 9 : Fri-Sun

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Personnel Management

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  1. Personnel Management Steir – Chapter 9 (03 April 2007)

  2. Class Reminders • Article Analysis #4 – will be passed back • Weekly Article #7 (hiring/firing) – due today • WebCT Quiz/Discussion for 8 & 9: Fri-Sun • Collect resources for Portfolio (resume and statement of goals, 10 internships or jobs) • at least 10 internship/job postings from 10 different sites

  3. Intro to Personnel Management • The “heart” of every sport organization is the _____________ (Steir, p. 244) • Personnel make the organization a success or failure. • Two main categories of personnel: • Paid • Volunteer * Treat both as important members of your staff

  4. Intro to Personnel Management • How would you define the process of personnel management? • “…to attract, train, and retain qualified staff and to work successfully with various personnel within the organization…working with individuals who make up…the organization’s team” (Steir, 245) • Maximize human resource potential! • Thus - Human Resources Department

  5. Intro to Personnel Management • Sport managers must be able to help staff develop and refine skills and competencies, such as interpersonal skills - a key element of teamwork • Sport managers also must strive to: • Demonstrate “confidence” in their personnel • Give them the “tools” & “resources” for success • Provide necessary “training”, “support”, and “evaluation” • How has a former or current manager provided you with the “tools” & “resources” needed for success?

  6. 5 Personnel Types (Steir, p. 246) 1 - Full-time employees (wage/salary/commission + benefits package - health, dental, life, etc.) 2 - Part-time employees (low hourly wage + no benefits package) 3 - Volunteers(no wage + no benefits package) 4 - Paid consultants (experts with specialized skills to address specific needs - (i.e. - architect or engineer for development of sports facility) 5 - Contract Companies - (professional assistance for specific job or series of jobs (i.e. - security, concessions, cleaning, travel arrangements)

  7. Pros and Cons of Personnel Types Identify Pros and Cons of employing these types of staff for a sport organization: (1) Full-time staff vs. part-time staff? (ex = sales staff) (2) Paid staff vs. volunteer staff? (ex = coaches) (3) Contracting out vs. using in-house staff? (ex = web site maintenance)

  8. Desirable Characteristics of Staff? • If you were hiring a high school athletics director what are some important characteristics and qualifications you would look for? • Desirable Characteristics: • Coaching and leadership experiences • Budget, scheduling, facility, and fundraising exp • Technical and computer skills (task-oriented) • Communication skills (orally and in writing) • Previous administrative experience

  9. Steps to “Personnel Process” • “…steps or procedures to follow when dealing with staff at every conceivable point along a continuum - from the beginning of employment/association to the end or termination of employment/association” (Steir, p. 254) Six general stages: • Identification of qualified personnel (who?,where?,why?) • Recruitment (networking, publicize/announce positions) • Interviewing (Is the candidate qualified?, a good match?) • Hiring-Training (mentors, personnel handbook) • Evaluation (assess, critique, improve performance) • Awarding Performance (retention, raise, advance., fire)

  10. Steps to “Personnel Process” Identification Awarding Performance Recruitment Evaluation Interviewing Hiring/Training

  11. Steps to “Personnel Process” Awarding Performance Evaluation Hiring/Training Interviewing Recruitment Identification

  12. Sources of Personnel What are some common sources of personnel for position openings within an organization? • Personnel from other organizations • Internal (current employees within the organization) • New college graduates in the market • Retired professionals

  13. Diversity in the Organization • Characteristics that make us different? • Culture, gender, race, education, age • Value of diversity in an organization? • Creativity • Innovation • Alternative perspective

  14. Affirmative Action • Define “Affirmative Action”? The purpose of affirmative action is to give our nation a way to finally address the systemic exclusion of individuals of talent on the basis of their gender, or race from opportunities to develop, perform, achieve and contribute. Affirmative action is an effort to develop a systematic approach to open the doors of education, employment, and business development opportunities to qualified individuals who happen to be members of groups that have experienced long-standing and persistent discrimination.

  15. Initiating an Official Search • “…follow both the letter and intent of the laws of the land as they affect the hiring process” (Steir, p. 260) • Two important laws must be abided by during the personnel process: • The Civil Rights Act - 1964 Prohibits discrimination on the basis of race, color, sex, religion, or national origin • Age Discrimination in Employment Act - 1967(ADEA) Forbids discrimination against employees or job applicants because of age

  16. The Job Description What elements are included? - Qualifications (required and preferred) - Responsibilities that would be assumed - Skills and attributes required for success - Required work experience(s) - Required educational training/certification - see NCAA Job Market What materials must be submitted as a part of the application packet? – • letter of application, transcripts, resume, vita • list of references, letters of recommendation

  17. Interview Process What interviews have you been through so far in your early job career? What research did you conduct on the organization? What questions were you asked? Why? What type of impression did you convey? • Do you have the skills? • Do you have the potential? • Do you the appropriate experience? • Personality? Attitude? Skills? Motivation? Looks?

  18. Hiring and Training “if an individual is not successful as an employee, then not only has this person failed, but so too has management” (Steir, p. 266) Training is a vital part of employee development • Workshops • Clinics • Training sessions • Conferences Examples of some of your professional development experiences?

  19. Personnel Handbook What is it? A resource that contains all of the policies, practices, and procedures Provides guidance for actions and decisions Documentation, grievance procedures, etc.

  20. Evaluation What does it mean to evaluate an employee? • Performance Appraisals – periodic • Develop criteria to judge performance • Can be objective and subjective in nature ----------------------Examples?------------------------- • Winning Percentage? Graduation Rates? • Revenue generated through fundraising? • Goals reached at the end of the fiscal year? • Season Tickets/Luxury Suites sold? • Sports sponsorships sold?

  21. Employee Benefits? Benefits increase the overall “value” of a job NCAA Staff Benefits? • Medical & Dental & Vision & Life Insurance          • Flexible Spending Accounts (for medical, dependents)    • Accident Insurance & Disability Insurance                   • Retirement Savings Plan (10% of your salary)         • 403(b) Savings Program        • Time Off (Holidays, 15 vacation days, 3 personal days) • Other Benefits (Tuition, Tickets, Personal Fitness)

  22. Awarding Performance Promotion? Salary increase? Increase Benefits? New-More Responsibilities? Demotion? Salary Freeze-Reduction? Decrease in Responsibilities? Terminating Contract?

  23. Terminating an Employee An admission of failure in some step of the personnel management process Very expensive and time intensive Guaranteed contracts still must be paid Firing someone should be a last resort

  24. Questionable “Recycling” Too often we see organizations rehire individuals that have “shady” or “unaccomplished” pasts 2nd, 3rd, and 4th chances are given to individuals that may not deserve them Any examples come to mind? Jim Harrick, Larry Eustachy, Norv Turner

  25. Other Key Topics in Personnel Mgmt. • Advertising and Recruiting Efforts (p. 261) • Establishing Qualification Parameters (p. 262) • Reviewing, Screening, Assessing Applications • Contacting References (p. 263) • Inviting Candidates for an Interview (p. 264) • Interviewing Prospective Candidates (p. 264) • Hiring Personnel (p. 265) • Training-Mentoring Personnel (p. 266) • Evaluation and Assessment (p. 267) • The Cost of Terminating an Employee (p. 272)

  26. Current Weekly Article #7 Who would like to share the highlights from your article?

  27. Summary • The key to the success of most businesses rests in the personnel of the organization. It is the personnel who work with the public…deal with issues, problems, and challenges…that help the organization reach goals and achieve objectives • A sport manager must be aware of the general principles of personnel management and possess excellent interpersonal skills to serve successfully as a “manager” and “leader” of personnel within a sport organization

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