Chapter by chapter slides based on "Fundamentals of Destination Management and Marketing," provided by Destination Marketing Association International in cooperation with American Hotel & Lodging Association Education Institute.

1. © 2005, Educational Institute
Chapter 8
Human Resources
Fundamentals of Destination Management and Marketing
(323TXT)

2. © 2005, Educational Institute
Human Resources Management
Fosters success by facilitating the right work
environment where the right people can thrive
• Everyone has the resources to do the job.
• Communications, problem-solving, and decision-
making are efficient and effective.
• Working relationships are well-defined and
understood by staff.
• Employees are free to think and grow personally
and are free from sexual or other forms of
harassment.

3. © 2005, Educational Institute
Human Resources Management
• Strategic roles
o Organizational design and succession planning
o Recruiting plan design
o Design and implementation of compensation and benefit
plans
o Employee relations
• Operational roles
o Recruiting
o Employee relations
o Compensation and benefit administration
o Training
o Compliance

4. © 2005, Educational Institute
Performance Management
• The process of managing people in a manner
that allows the organization to execute the
vision and mission statements
• Drives alignment and focus and ensures that all
human and capital resources are headed in the
same direction toward the same performance
objectives

5. © 2005, Educational Institute
Performance Management Steps
• Planning
• Setting cascading performance objectives
• Performance reporting and accountability
• 3P performance report
• Performance evaluation
• Performance coaching
• Personal and professional development
• Continuous and never-ending improvement

6. © 2005, Educational Institute
Planning
• Today’s long-term strategic plan typically covers a
three-year period.
• The fundamental question asks what the
organization is meant to achieve and how it will be
done.
• The process starts with mission and vision
statements.
• Short-term planning is where day-to-day operations
meet long-term planning.

7. © 2005, Educational Institute
Setting Cascading Performance
Objectives
• Define five or so of the most important ways to
achieve the organization’s mission. These become
the CEO’s performance objectives.
• CVB employees identify two to five of their own
objectives that are supportive of more senior
objectives.
• Objectives are statements of outcomes and require
statements of how success will be measured.

8. © 2005, Educational Institute
Performance Reporting and
Accountability
• Formal process meant to reflect accountability,
transparency, and integrity
o Accountability: results
o Transparency: what you see is what you
get
o Integrity: reflection of the organization’s
ethical standards
• Becomes the basis for ongoing performance
coaching

9. © 2005, Educational Institute
The 3P Performance Report
• Deals with problems, progress, and plans
• Facilitates accountability, communication,
coaching, and performance improvement
• Becomes the basis for the formal performance
evaluation and prevents surprises
• Identifies problems early

10. © 2005, Educational Institute
Performance Evaluation
• Logical follow-up to performance reporting
• Should occur more frequently than annually
• Two main components
o Performance related to agreed-upon objectives
o Core competencies relevant to the particular job
or job family

11. © 2005, Educational Institute
Performance Coaching
• Managers are moved into the realm of personal
and professional development.
• Use tact, sensitivity, and a balanced response
when confronting an issue.
• Take notes, agree on action plans, and request
feedback and confirmation.

12. © 2005, Educational Institute
Personal and Professional Development
• A systematic approach to developing the
competencies, skills, talents, knowledge, and
related attributes of all employees
• Involves determining which competencies are
necessary to get the job done, relating the
competencies to resulting benchmarks, and
closing the gap
• Should include clear action plans and timelines
for follow-up

13. © 2005, Educational Institute
Continuous and Never-Ending
Improvement
• Part of the ethos or fundamental value system
of an organization
• An approach that always questions
 Why are we doing this?
 How can we do this better?
 How do we serve our customers better?
• Creates an environment where innovation is
essential

14. © 2005, Educational Institute
Best-Practice Organizations
• Exemplify work ethic, management practices,
and values
• Empower staff to make decisions
• Encourage and reward prudent risk-taking
• Are egalitarian
• Use diverse inputs to solve problems
• Conduct research rather than rely on instinct