Human Resources Final Project

RUNNING HEADER: FINAL PROJECT
Human Resources Final Project

Peter Langland
Daniel Janke
Algonquin College
Table of Contents
Introduction and Background
Position and Work requirements
Recruitment and Vetting
Hiring and Contracting
10
Induction
14
Orientation and Training
18
Performance and Accountability
18
Professional Development
20
Promotion/Termination
20
Succession and Continuation Strategy
20
References
21
Introduction and Background

My company is a small whitewater rafting company on the Ottawa River called RapidFire Rafting. The company was started as a way to offer the most exciting trips down the Ottawa
River in the shortest amount of time, with less frills then the bigger companies. We offer only
half day sport rafting trips and we are open from May to September. We are a small company, we
only started business 2 years ago, and we only have 14 people on staff.
Position and Work Requirements
Owner/Operati
ons Manager
River Manager
Guide
Facilities
Manager
Guide Support
Staf
Figure 1 - Organizational Chart without job codes
Administration
Manager
Office Staf
OP01
RM01
G01,G02,G0
3,G04,G05,G
06
FM01
GS01
ADMIN01
OS01, OS02,
OS03
Figure 2 - Organizational Chart with Job Codes
Position
Owner/Operations
Manager
Job Descriptions
Responsibilities
To oversee and
contribute to the
success of their
business
In charge of planning
the company's future;
Owner must be active
in reading the market
and developing plans
for future capital and
success
To be the best face for
customer service and
support
To design and to
comply to all company
legislature, H.R.
policies and best
Qualification
Must create or own
company
Administration Manager
(ADMIN01)
practice methods
To make sure trips are
running on time and to
contribute to the day to
day organization of
trips.
Oversee the day to day
operations of the
employees in the
Office and in
Reception
Responsible for checkins of clients, as well as
daily boat assignments
and guide support, i.e.
Assigning guides to
trips and making sure
there is coverage for all
trips
Responsible for the
front line of the
company, Admin
Manager will be the
first person a client
see's most days.
Office Staff (OS01-OS03)
Is the front line in

customer service,
whether that's face to
face, on the phone or
by e-mail
Responsible for
maintaining bookings
and records of all client
activity
In charge of website
upkeep and small level
marketing
2-3 years of
administration
experience
Must be comfortable
working directly
with clients
Must be well
organized, and detail
oriented
Must be comfortable
with Microsoft
products, i.e. Word,
Excel, Publisher...
Must have training in
and experience in
accounting
Any extra
administration
training is looked
highly upon
Good teamwork
skills
Must be comfortable
working with the
public
Must be well
organized, and detail
oriented
Must be comfortable
with Microsoft
Excel, Publisher...
Must have training in
and experience in
Must be able to do
accounting, and annual
budget reports
Facilities Manager (FM01)
River Manager (RM01)
Guide Support Staff (GS01)
Maintains facilities,
property and
equipment by
completing preventive
maintenance schedules;
restoring, repairing,
rebuilding, or replacing
faulty or inoperative
components and parts
Responsible for toilet
facilities
Supervising staff
Provides annual
feedback on budget and
property operations
Responsible for safety
systems and river
protocol
Responsible for
creating and
maintaining guide
standards and best
practices on the river
In charge of trips, trip
timing, and put-in
organization
Responsible for the
hiring, training and
supervision of all river
guides
Responsible for
making sure trips go
out on time, and that
accounting
Any extra
administration
training is looked
highly upon
Good teamwork
skills
Supervision
Customer Service
Developing Budgets
Electronics
troubleshooting
Equipment
Maintenance
Teamwork
Carpentry training
and experience
Self-sufficient
4+ years of
experience on the
Ottawa River
Prior knowledge in
River safety and
standard white water
procedures
Confident swimmer,
NLS certification
required
Swift-water Rescue
Level 3or higher
Must be an advanced
to expert kayaker
Well Organized
Task oriented
Team player
Quick to adapt
River Guide (G01-G06)
there are enough guides

for the trips before the
day of the trip
Responsible for
creating a schedule for
guides
Responsible for
selecting applications
for potential
guides/employees'
To work in conjunction
with the Administration
Manager
Responsible for
keeping clients safe on
the river
In charge of guiding
their own raft
Responsible for
entertaining clients
for3-4 hours at a time
In charge of inflating
rafts and maintaining
put-in
Guide has
responsibilities on and
off the river, Guide will
be expected to work in
other departments if the
help is needed, i.e.
Office or facilities
Must be comfortable
with Microsoft
Excel, Publisher...
Current CPR and

First Aid
Certification.
Must have strong
swimming ability.
Must be friendly
and outgoing with
strong
communication
skills.
Specific raft
guiding experience
is not essential,
however, you must
be able to
demonstrate your
ability in training
leadership,
attitude,
teamwork, guest
interaction and
communication
skills are the
biggest assets we
are looking for.
Experience in
kayaking is wanted
Recruitment and Vetting

Rapid-Fire Rafting will have several different methods of gaining new employee's once the time
comes. First of all we would get in contact with Jeff Jackson, program coordinator of the Outdoor
Adventure Program at Algonquin College in the Ottawa Valley. Every year they train students to be
guides and rafting is a major component of their first year. This would be the best place to recruit as you
know the people in the program will have at least some prior certifications, training and experience with
white-water. If that doesn't yield positive results we would include a "apply now" section to our flyers and
advertisements, and also make postings on Craigslist, Kijiji and Monster. If neither of those options work
then I'll go headhunting to the other rafting companies and try to get their staff to switch over.
Our hiring process would start just after New Year's Eve, and would start with calling our guides
and office staff from last season. Since we start rafting in May we want to get the entire application and
hiring process done before the start of May. We want our staff trained and river ready for our opening
weekend which is normally the long weekend around May 24.
Examples
10
Figure 3- Example of a full time posting
Figure 4- Example of a seasonal posting
Sample Job Posting
Organization Logo
ORGANIZATION NAME
[Organization name] is dedicated to [organizations mission] through [how the
organization accomplishes its mission]. Our employees enjoy [e.g. a casual work
environment, opportunities for development and a real opportunity to make a
difference]
JOB TITLE, LOCATION
[Full time/part time]
$salary or wage
11
In collaboration with [title of manager], the [job title] [how the position contributes to
the organization and overall purpose]. Key responsibilities include:
[list key responsibilities and tasks]
Successful candidates will have:

[list key requirements from the job description].
HOW TO APPLY
For more information and a full job description visit www.organizationwebsite.ca Applicants
should send a resume and cover letter outlining how they meet the specific requirements of the
position to email@organizationemail.ca by CLOSING DATE.
While we sincerely appreciate all applications, only those candidates selected for interview will
be contacted.
Please note the selected candidate will be required to submit to [any special requirements e.g.,
criminal records check].
A national organization agreed to post this policy on www.hrcouncil.ca as part of the HR Toolkit.
Sample policies are provided for reference only. Always consult current legislation in your
jurisdiction to create policies and procedures for your organization
Vetting Process
The vetting process is where we determine which candidates we want to interview based on the
resume's we get. This selection process allows us to determine if the applicant is qualified for the position
and therefore a potential employee. The vetting process is a good way to determine the average skill set of
people who are applying, and with a good application it can also determine what our most effective form
of advertising or marketing is. After determining people who would be a good fit for the position, we
interview them, and based on the interviews select the best candidates for the job. We want to make sure
we hire a racially diverse group
Hiring and Contracting

My staff will be comprised of employee's, depending on the certifications of my river manager. If
my river manager isn't qualified enough to teach some advanced whitewater rescue courses then I would
12
contract that job out to a trainer who is qualified. Hopefully over time Rapid-Fire Rafting will have a
trained and fully qualified staff so we can be self-sufficient.
My lowest level employee's will be paid minimum wage, with a return bonus if the guide comes
back for the next season. While not insured, I will make sure each employee gets the proper medical
attention with no stress to their own bank accounts. The rest of my employee's will be on basic medical
and dental. This is because I expect my office staff to be working full-time hours, whereas most raft
guides will be working 25-35 hours a week.
Sample contract
Samples are provided for reference only. Always consult current legislation in your
jurisdiction to create policies and procedures and contracts for your organization.
This Agreement is entered into as of the XX day of October, 200X, between

___________(the Committee) and ____________ (the Contractor).
13
1. Independent contractor. Subject to the terms and conditions of this Agreement

the Committee hereby engages the Contractor as an independent contractor to
perform the services set forth herein, and the Contractor hereby accepts such
engagement.
2. Duties, term, and compensation. The Contractors duties, term of engagement,
compensation and provisions for payment thereof shall be as set forth in the budget
which is attached as Schedule A, which may be amended in writing from time to
time, or supplemented with subsequent estimates for services to be rendered by the
Contractor and agreed to by the Committee, and which collectively are hereby
incorporated by reference.
3. Expenses. During the term of this Agreement, the Contractor shall bill and the
Committee shall reimburse her for all reasonable and approved out-of-pocket
expenses as set forth in Schedule A which are incurred in connection with the
performance of the duties hereunder.
4. Written reports. The Committee may request that project plans, progress reports
and a final results report be provided by Consultant. A final results report shall be
due at the conclusion of the project and shall be submitted to the Committee in a
confidential written report at such time. The results report shall be in such form and
setting forth such information and data as is reasonably requested by the Committee.
5. Confidentiality. Upon the expiration or earlier termination of this Agreement, or
whenever requested by the Committee, the Contractor shall immediately deliver to
the Committee all such files, records, documents, specifications, information, and
other items in her possession or under her control. The Contractor further agrees
that she will not disclose her retention as an independent contractor or the terms of
this Agreement to any person without the prior written consent of the Committee
and shall at all times preserve the confidential nature of her relationship to the
Committee and of the services hereunder.
6. Conflicts of interest. The Contractor represents that she is free to enter into this
Agreement and that this engagement does not violate the terms of any agreement
between the Contractor and any third party. During the term of this agreement, the
Contractor shall devote as much of her productive time, energy and abilities to the
performance of her duties hereunder as is necessary to perform the required duties
in a timely and productive manner. The Contractor is expressly free to perform
services for other parties while performing services for the Committee.
7. Termination. The Committee may terminate this Agreement at any time by 10
working days written notice to the Contractor. In addition, if the Contractor is
convicted of any crime or offense, fails or refuses to comply with the written policies
or reasonable directive of the Committee, is guilty of serious misconduct in
14
connection with performance hereunder, or materially breaches provisions of this

Agreement, the Committee at any time may terminate the engagement of the
Contractor immediately and without prior written notice to the Contractor.
8. Independent contractor. This Agreement shall not render the Contractor an
employee, partner, agent of, or joint venturer with the Committee for any purpose.
The Contractor is and will remain an independent contractor in her relationship to
the Committee. The Committee shall not be responsible for withholding taxes with
respect to the Contractors compensation hereunder. The Contractor shall have no
claim against the Committee hereunder or otherwise for vacation pay, sick leave,
retirement benefits, social security, workers compensation, health or disability
benefits, unemployment insurance benefits, or employee benefits of any kind.
9. Insurance. The Contractor will carry liability insurance (including malpractice
insurance, if warranted) relative to any service that she performs for the Committee.
10. Assignment. The Contractor shall not assign any of her rights under this
Agreement, or delegate the performance of any of her duties hereunder, without the
prior written consent of the Committee.
11. Modification or amendment. No amendment, change or modification of this
Agreement shall be valid unless in writing signed by the parties hereto.
12. Entire understanding. This document and any exhibit attached constitute the
entire understanding and agreement of the parties, and any and all prior
agreements, understandings, and representations are hereby terminated and
canceled in their entirety and are of no further force and effect.
13. Unenforceability of provisions. If any provision of this Agreement, or any
portion thereof, is held to be invalid and unenforceable, then the remainder of this
Agreement shall nevertheless remain in full force and effect.
IN WITNESS WHEREOF the undersigned have executed this Agreement as of the day
and year first written above. The parties hereto agree that facsimile signatures shall be
as effective as if originals.
By:______________________
By:______________________
15
Schedule A - Duties, term, and compensation
Duties
The Contractor will

Term
This engagement shall commence upon execution of this Agreement and shall continue
in full force and effect through (date) or earlier upon completion of the Contractors
duties under this Agreement. The Agreement may only be extended thereafter by
mutual agreement, unless terminated earlier by operation of and in accordance with this
Agreement.
Compensation
As full compensation for the services rendered pursuant to this Agreement, the
Committee shall pay the Contractor at the hourly rate of ________ per hour, with total
payment not to exceed________ without prior written approval by an authorized
representative of the Committee. Such compensation shall be payable within 30 days of
receipt of Contractors monthly invoice for services rendered supported by reasonable
documentation.
A national organization agreed to post this policy on www.hrcouncil.ca as part of the HR Toolkit. Sample policies are provided for
reference only. Always consult current legislation in your jurisdiction to create policies and procedures for your organization
http://hrcouncil.ca/resource-centre/home.cfm
Induction
Our induction would start with the employee signing all appropriate contracts and information to
get them on the payroll. After that they would have a brief orientation with the founder and owner about
the company's history and a little more information on how the company works. The employee would
them be introduced to their department and explained their role. The next day formal training would start
in their respective department with their department manager.
Sample Induction Form
Name ............................ Date of starting .

Induction completed (signature of new starter)
16
..............................................
Carried out
by
Reception
Received by
Personnel documentation and checks
completed P45
NI number
Swipe/security card
Introduction to the company
Whos who
History
Products/services/markets
Future plans and developments
Terms and conditions of employment
Written terms and conditions issued
Contract of employment issued
Hours, breaks, method of payment
Holidays
Clocking on/flexitime/reporting
procedures
Probationary period
Period of notice
Sickness provisions
Pension provisions
Maternity/paternity/parental leave
provisions
Date
Comments
17
Carried out
by
Equal opportunities policy and worker development

Equal opportunities policy
Training needs and objectives
Training provision
Further education/training policies
Performance appraisal
Promotion avenues
Policy/procedures to prevent bullying
and harassment
Worker/employer relations
Trade union membership
Other worker representation
Worker communications and
consultation
Grievance and disciplinary procedure
Appeals procedure
Organisation rules
Smoking policy
General behaviour/dress code
Telephone calls/emails and use of the
internet
Canteen/break facilities
Cloakroom/toilets/lockers
Health and safety
Risk assessment
Preventative and protective measures
Date
Comments
18
Carried out
by
Pregnant women and new mothers

Emergency procedures
Health surveillance (if appropriate)
Awareness of hazards any particular
to type of work
Safety rules
Emergency procedures
Clear gangways, exits
Location of exits
Dangerous substances or processes
Reporting of accidents
First aid
Personal hygiene
Introduction to safety representative
Welfare and worker benefits/facilities
Sports facilities
Protective clothing supply, laundry,
replacement
Medical services
Savings schemes
(including share options)
Transport/parking arrangements
Company discounts
The job
Introduction to manager/supervisor
Requirements of new job
Date
Comments
19
Carried out
by
Date
Comments
Standards expected
Co-workers
Supervision and work performance
appraisals
www.acas.org.uk/media/word/s/m/HS
Orientation
Our goals for orientation are to deliver the experience as the organization imagines it. That means
that we want our staff to know exactly how we expect them to act in every part of their job, to deliver the
best experience to our clientele every time. The more our staff knows about the image we are trying to
project and uphold the more they can do that, and the more we can get our staff to understand that
marketing that goes to our clients, the better we can facilitate the experience they want. The better
understanding we have of clients expectations the better we can meet those expectations, and that all
starts in the orientation process.
The biggest differences between support staff training and field staff training will be the
employees physical ability. Guides have to perform to a certain physical standard, so must training will be
testing field staff in that manner. Support staff will have more customer service training and training
designed to test their organization, accounting, and Microsoft abilities, as those will be their biggest assets
for their jobs.
Performance and Accountability
Performance standards will be set based on the jobs training. During the training it will be made
clear that we have a certain protocol and a way to do things, set up safety systems, give briefings,
etcetera. The River Manager is in charge of each guide and therefore responsible for making sure that
guides are performing to standard. This could mean random ride-along's, customer feedback, or even just
close monitoring during trips. Employee's will be assessed at random approximately 3 weeks after they
get signed off from training. Since the employee got signed off we know they know the standards, and
checking 3 weeks later is a good way to ensure standards are upheld. If it's brought to the managers
attention that a certain guide or employee is not performing to standards before the 3 weeks then an
investigation will happen sooner. We will have an exit interview at the end of the summer where the
Operations Manager and you department head will determine how you did that season and weather we
would like them to return next summer.
20
SAMPLE EMPLOYEE EVALUATION

Employee
Name:
Evaluation for the

period:
Title:
Supervisor:
Department:
Title
GOALS AND OBJECTIVES DURING THIS EVALUATION PERIOD
ACHIEVEMENTS, ACCOMPLISHMENTS, AND RESPONSIBILITIES (completed by employee)
EVALUATION (completed by supervisor)
STRENGTHS AND AREAS FOR DEVELOPMENT
CAREER DEVELOPMENT PLAN
GOALS AND OBJECTIVES FOR NEXT EVALUATION PERIOD
EMPLOYEE SIGNATURE
SUPERVISOR SIGNATURE
Date
http://www.tidyforms.com/download/employee-evaluation-form-3/redirect/dotx.html
21
Date
I plan on motivating my employee's by using an incentive system based on customer reviews.

This encourages guides to be at the top of their game, and as well promotes feedback for how we can
improve our company. The guide who can get the most clients to fill out the surveys will win a prize or
pay bonus of sorts. As well we will have consecutive summer pay bonuses, so if you get invited to come
back and work with us the next season you will be guaranteed a raise.
Professional Development
My plan to keep my employee's is to run an open and honest business that takes a lot of thought
into employee feedback. We realize that staff is very important to us, and if our small company does well
then I plan on keeping this amount of staff so I can pay them better wages. One of the biggest problems
with working in the outdoor industry is trying to find good pay, and we will strive to make sure our
employee's get exactly what they deserve. Our ongoing strategy for training is to have all of our staff do
training every year. For field staff this would mean re-doing employee training every year, this is good for
team building as well as getting comfortable with the river. Obviously at a certain point when our
company expands that won't be necessary but while Rapid-Fire Rafting is in its development phases we
will expect retraining every year for all river staff. For in house staff they will be required to help train
any new employee's, helping distribute work load and serve as a refresher in the office.
Promotion / Termination
Employee's can qualify for promotion through dedication and demonstration. Employee's must
show that they are here for the company, believe in our strategy, and be an active part in improving the
business. There isn't much room for promotion yet, so immediate promotion might not be available, but
through growth we will need more employee's, and with more employee's we will need more positions.
By demonstration we mean the employee must demonstrate that he or she is capable of promotion, that
they have all the skills necessary for the position. Before any promotion there will be a formal interview
which would also serve as a performance review.
Our exit interview process for a seasonal employee will almost be a performance assessment with
the Operations Manager and their department head. This will give the employee feedback for how they
did this summer, it will give the employee a chance to share suggestions and criticisms, and will be an
opportunity to talk about future employment. We are very concerned with what our employees think of
our business and how they think we can improve it. We want to run a company that people want to work
for, so employee feedback is a must.
22
For a employee who is being terminated our exit interview would be done with the Operations
manager and the respective department head. This interview would consist of the managers explaining
exactly why the employee is being terminated, and will give a chance for the employee to share their side
of the story. We would still expect honest feedback on how the company runs from said employee, even
though they might not have the best things to say.
Succession and Continuation Strategy

Our goal is to have the perfect balance of experience and youth, and to do that we just need to
create the right atmosphere in our company. Essentially we just need to find a way to keep the experience
coming back, and we can do that a number of ways. By offering our older employees full time hours we
ensure them benefits and give them the opportunity not to get hurt with other in office jobs.
References
Administrative Manager Job Description | Monster.com. (n.d.). Retrieved December 15, 2015, from
http://hiring.monster.com/hr/hr-best-practices/recruiting-hiring-advice/job-descriptions/adminstrativemanager-job-description.aspx
Human Resource Templates. (n.d.). Retrieved December 15, 2015, from
http://www.acas.org.uk/media/word/s/m/HS
Resource Centre. (n.d.). Retrieved December 15, 2015, from http://hrcouncil.ca/resourcecentre/home.cfm
Salmon River. (n.d.). Retrieved December 15, 2015, from http://www.nytimes.com/travel/guides/northamerica/united-states/idaho/salmon-river/overview.html

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RUNNING HEADER: FINAL PROJECT