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Human Resource Management of Six Flags

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Human Resource Management of Six Flags
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Netra Shetty
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Student of PGDM at Mats Institute of Management and Entrepreneurship
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Human Resource Management of Six Flags - January 28th, 2011

Six Flags Entertainment Corp. is the world's largest amusement park corporation based on quantity of properties and the 4th most popular in terms of attendance.[2] The company maintains 21 properties located throughout North America, including theme parks, thrill parks, water parks and family entertainment centers. In 2009, Six Flags properties hosted 23.9 million guests.[3]

The company was founded in Texas and took its name from its first property, Six Flags Over Texas. The company maintains a corporate office in Midtown Manhattan, New York City and its headquarters are in Grand Prairie, Texas.[4] On June 13, 2009, the corporation filed for Chapter 11 bankruptcy protection[5] and successfully exited the restructuring 11 months later on May 3, 2010.

Purpose of Performance Management System in PTC:

Performance Management system of any company is to check whether the employee performance is aligned with strategic goals. PTC claims to be value leaders in the cigarettes market and future goal is to transform PTC to perform with speed flexibility and enterprising spirit of being an innovative, consumer focused company.

Furthermore, the employees who perform well are given opportunities to further develop themselves. Normally the weak points are pin pointed so that the employees can improve themselves.

Performance Management in PTC:

At PTC, the process of performance management starts by defining performance. Performance cannot be defined without a clear knowledge of the job that is to be performed by the employees. At the managerial level, it is very difficult to define performance of the employees keeping in view their quantitative aspects. Due to large variety of managerial jobs at PTC, the performance of managers is analyzed on a qualitative measure.

At PTC, jobs are analyzed after every two years or when ever there is a need of job analysis and performance is defined. After that, this definition of performance is communicated to all the employees and it is made sure that they work on these measures as they are also appraised on the same measures.

After performance has been defined, all the required behaviors for the managers are studied in detail and some indicators are developed which are necessary to judge whether the employee is performing good or bad. The indicators that are in favor of the required performance are called “Positive Indicators” and the indicators against it are called “Contra Indicators.”
Given below are the behaviors with their required performance, their positive and contra indicators for managers PTC:

1. Managing work

Manages own work in the most efficient and effective way

• Plans and prioritizes own work, breaking down the task.

• Uses available resources effectively (own time, systems, finances, people, information)

• Prepares well has everything at hand.

• Has an organized approach to work.

At a supervisory level:

• Delegates tasks effectively

• Coaches subordinate(s) to achieve tasks

. Analyzing and understanding

Understands own role, responsibilities, tasks and solves problems.

• Seeks clarification by probing, questioning and challenging

• Anticipates and thinks around problems / issues

• Recognizes own limitations and other resources - knows when help is needed.

• Considers and evaluates all options - is able to weigh things up

• Makes sound judgments and decisions.

• Is able to be discreet and maintain confidentiality.

Positive Indicators Contra Indicator

Fully understand own role and responsibilities and how it relates to the department/function.

Does not have a clear understanding of their role and responsibilities

Has an awareness of the broader organizational structure

Does not have an appreciation of the structure of the company

Questions and challenges when necessary to ensure understanding

Demonstrates a lack of appreciation of the role of the department plays within the organisation

Analyses things logically

Accepts thing at face value without questioning

Can apply lateral thinking

Fails to challenge when unclear of the situation / task

Recognizes own resources and limitations - knows when help is needed

Tends not to grasp things easily - limited in understanding

Anticipates possible problems

Illogical in thought - fails to follow arguments through

Thinks around potential problems and how they may be avoided, identifies practical and alternative

Thinks in a narrow way

Prepared to take decisions within their level of authority

Fails to ask support when it is needed

Offers information and possible solutions to enable others to make decisions where appropriate.

Unaware of potential/possible problems

Offers impractical/unrealistic suggestions/options

Fails to make decisions when required to do so

3. Processing work:

Processes and produces work to meet all the deadlines.

• Follows appropriate procedures in a methodical and systematic way.

• Seeks appropriate approvals and authority

• Maintains routine tasks and systems - filing, info systems, diaries, etc...

• Monitors and reviews own tasks, makes appropriate checks

Review the Agreement to understand what staff the client has agreed to provide and to
determine if there are any constraints in the Agreement related to staffing.

Examples of constraints include:
• The sponsor will not pay travel and living expenses.
• Only specific staff providers may be used.
• Determine if any internal arrangements have been made between organization to
supply staff for the project, and then review those Agreements .
• Review the project documentation describing procedures for recruiting and staffing to
understand the policies and procedures that apply to the project.

Depending on the number of staff needed and their projected availability, the use of multiple
sources may be required.

Evaluate and select people


Review the project documentation or business area guidelines regarding the staffing and
recruiting procedures.

Review the staffing requisitions to understand the requirements for each human resource

Review each candidate’s resume.

Compare the resume to the staffing requisition to determine if the candidate should be
considered for the position.

Identify the interview team. Generally it consists of senior people who are trained in taking

Define questions and general needs as to how an interview can be taken. It may be necessary
and/or desirable for more than one person to interview the candidate. This may be helpful or
necessary in order to:
• Determine the level of technical or specialized skill that the candidate possesses.
• Gain the perspective of more than one person when making the staffing decision.

Additionally, it is also useful for the candidate to get a perspective on the project from more than
one person so that he/she can make an informed decision about how well suited he/she is for
the project.

Conduct candidate interviews. Follow standard policies and procedures in conducting
interviews. Provide the candidate with an overview of the project. More detailed information will
be given later on if the individual is selected and comes on board. Provide the candidate with a
view of the potential positions he/she might fill in the project. Provide the candidate with any
special considerations such as: special terms and conditions, travel and living arrangements
etc. Complete an interview evaluation for each interview conducted.

Characteristics to consider in evaluating the candidate include, but are not limited to:
Skills and skill level. Does the individual have the required skills to perform the work at
the level needed to meet project schedules?
Previous experience. Has the individual done similar or related work before? Has the
individual done it well?
Personal interests. Is the individual interested in working on the project?
Personal characteristics. Will the individual work well with the rest of the team, the
project manager, and, if applicable, the sponsor?
Availability. Is the individual available in the required time frame at the required
Cost. Are the costs consistent with those contained in the Human resource plan?

Ensure that the interviews and evaluations are conducted in a thoroughly professional manner
and that there can no suggestion that any candidate has been treated unfairly. Review the
interview evaluations. Determine if candidate meets the requirements and should be brought
onto the project.

Last edited by netrashetty; January 28th, 2011 at 12:24 PM..
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