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Differences in the roles and responsibilities between ramp management and the overall traffic management program. Objective 2: Understand the issues, activities and policies that are needed to support ramp management and control. Objective 3: Understand the activities that comprise traffic management program development. If approved for state funding, the project then gets incorporated into the regional TIP and is then considered for inclusion in the state TIP. Consider feedback from the system users as part of the evaluation, so as not to rely solely on the technical results. Detailed information on how to conduct performance monitoring, evaluation, and reporting can be found in Chapter 9 of this handbook as well as in Chapter 4 of the Freeway Management and Operations Handbook. Hospitality times is a one-stop newspaper for hoteliers, hospitality educators, students and others interested in the latest news and events in the global hospitality industry.
Human Resources are the essential factor of success for a business – and this applies in particular to a service-providing business.
Each year, the staff members and the senior management agree on clear, ambitious, and inspiring aims. Thanks to this contribution of different views and knowledge, we succeed in steadily developing our business.
In addition, new staff members are given the possibility of participating in an introduction ( close-up ) organized to get to know the entire business and the individual persons who are behind it. It’s understood that at any point of time you have the possibility of planning your personal career in consulting career discussions with the central Human Resources Management or with your superior in line. We take a particular interest in the promotion of young management trainees, our ”rough diamonds”, whom we identify at an early stage of their career by means of potential analysis and development dialogues which take place on an annual basis. In regular intervals, all the staff members of our hotels are invited to participate in joint meetings (Come togethers).
A program plan links to the strategies or broad approaches to facilitating change identified in the program plan. According to THCU, activities are products or services that are made or held for a given audience, such as an event, a phone-in counseling service or a self-help group. Ideally, healthy workplace plans are flexible and allow individuals to indicate the changes or supports they need in order to work well and be productive. Formative evaluation plans must be created during the program planning phase, before implementation.
There are three types of evaluations to consider[2], not all of which will necessarily be used for every program.
Formative evaluation measurement can help improve the program during and after the implementation.
Generates information that can be used to demonstrate the results of the program to funders and the community. Focuses most on program activities, outputs and short-term outcomes for the purpose of monitoring progress and making mid-course corrections when needed. Helpful in describing the quality and effectiveness of the program by documenting its impact on participants and the community.
When conducting evaluations, practitioners should think about expected outcomes, how achievements will be measured and the role of the workers themselves in program planning, design, implementation and evaluation.
There are many things to think about when developing an evaluation plan, only some have been explored in this Info-Pack. An organization’s healthy workplace committee is responsible for developing a detailed work plan. A healthy workplace committee used an organizational culture audit ? a type of situational assessment. Online Health Program Planner provides additional information and helps users develop a full, comprehensive plan. In Canada and the rest of the world, not enough research has been conducted to find the workplace interventions that are good practices, those that work well and those interventions that do not work as intended. Psychological Support: A work environment where coworkers and supervisors are supportive of employees’ psychological and mental health concerns and respond appropriately as needed. Provide a portable computer to enable an employee’s ability to work at home or at unusual hours when needed. Create opportunities for training and mentoring to enhance managers’ interpersonal and people management skills. Ensure widespread awareness of the company benefits and programs that employees can access to address and support their mental health. Create “stay-at-work” policies and programs to assist employees who remain at work while dealing with mental health concerns including formal and informal accommodations, such as allowing an employee to temporarily work part-time when they are returning from an absence. Create a support net for new employees by pairing them with a mentor and a peer during their orientation. Create an organizational mission statement that incorporates values of trust, honesty and fairness and display it prominently for staff and the public. Create standardized orientation sessions for new employees with information about company’s mission and values and standards for employee behaviour. Identify role models or mentors for new and junior employees to strengthen and ensure the continuity of organizational culture.
Hold all members of the organization accountable for their actions and ensure that managers and leaders are held accountable to the same or higher standard.
Clear Leadership and Expectations: A work environment where there is effective leadership and support that helps employees know what they need to do, how their work contributes to the organization and whether there are impending changes. Develop a schedule of ‘check-ins’ with employees and managers to address issues of concern. Create mandatory training sessions for management and aspiring managers that builds skills around emotional intelligence, mental health in the workplace, assertive and non-violent communication, leadership and ethics.
Civility and Respect: A work environment where employees are respectful and considerate in their interactions with one another, as well as with customers, clients and the public.
Create a “Matter of Respect” policy that goes above regulatory requirements to foster an environment that respects diversity and ensures a safe workspace where employees feel comfortable to be themselves. Give equal consideration in employment and advancement decisions to qualified persons with mental health disabilities.
Psychological Job Fit: A work environment where there is a good fit between employees’ interpersonal and emotional competencies, their job skills and the position they hold. Hire managers and leaders based on their ability to demonstrate and understanding and commitment to leadership capabilities and supportive management practices rather than technical skills.
Have employees complete a personality and skills assessment before they are hired and placed into a position. Provide reinforcement and praise for employees’ demonstration of interpersonal and emotional competencies. Growth and Development: A work environment where employees receive encouragement and support in the development of their interpersonal, emotional and job skills. Create a mentor program that links new employees to experienced employees to create a social and professional support. Host an annual education fair that highlights opportunities for personal and professional development and provides information on the company’s reimbursement policies.


Develop an internal training and development syllabus that lets employees know about all available opportunities in the company for growth, education and training. Provide seminars, workshops, lunch and learns, seminars, conferences and educational activities for employees that focus on both individual and department needs. Recognition and Reward: A work environment where there is appropriate acknowledgement and appreciation of employees’ efforts in a fair and timely manner. Celebrate employee dedication by providing an INDIVIDUALIZED GIFT to the employee on their 10, 15, 20-year employment anniversaries and recognize to the whole organization in a newsletter, email or announcement. Reward long standing employees with scholarships for their own growth or child-education savings accounts. Three or four times during the summer, the company hosts a free barbecue lunch to which all employees are encouraged to come. Provide employees with constructive informal rewards such as closing the office early on a Friday after a hard week or allowing an employee who has done a good job the opportunity to try a new role and to take on additional responsibilities.
Provide dental, vision and mental health coverage that takes effect on the first day of employment. Encourage employees to publicly acknowledge and thank their peers for exceptional effort, doing an outstanding job, enhancing the work environment, showing tremendous passion for the job or for providing leadership.
Involvement and Influence: A work environment where employees are included in discussions about how their work is done and how important decisions are made. Ensure management is approachable and available to communicate by implementing an open door policy and by being visible around the office. Involve employees in the interviewing and screening for job candidates to ensure that existing team members are comfortable with hiring decisions. Encourage employee participation and involvement during times of organizational change, providing empathy and support throughout. Workload Management: A work environment where tasks and responsibilities can be accomplished successfully within the time available. Train managers to be flexible with schedules to accommodate staff needs and to model good practices. Engagement: A work environment where employees enjoy and feel connected to their work and where they feel motivated to do their job well. Conduct an annual satisfaction survey where employees can evaluate and provide feedback on their manager’s performance in the areas of communication, leadership, conflict management and innovation. Balance: A work environment where there is recognition of the need for balance between the demands of work, family and personal life.
Provide personal days rather than sick days – this allows additional flexibility for employees who have childcare or eldercare concerns.
Allowing workers to take paid or unpaid time during the day for medical appointments or deal with urgent family issues encourage employees to take time off to spend with family.
Family Day open-house event where the family is invited to join staff for a day of games, tours, stories and food. Hold employees accountable to getting all the work they need to get done finished, but enable them to work in the evenings or mornings at home if they cannot spend their full day in the office. Allow a full-time employee to job share rather than quit by allowing them to become a part-time employee and hire a second part-time employee to cover the other half of the work.
Provide telecommuting options during the summer so that those with school-aged children, employees caring for aging parents or employees with other circumstances can opt to work from home. Psychological Protection: A work environment where employees’ psychological safety is ensured.
Provide Mental Health First-Aid training during employees’ regular hours and funded by company.
Encourage a safety culture by rewarding areas that have low accident rates with points towards prizes or bonuses.
Host emotional wellness seminars to teach employees new skills and strategies for staying psychologically fit in an emotionally demanding job environment. Provide retraining and gradual return to work for employees as needed who have been away for an extended leave. Providing employees the option to turn off fluorescent lights in their offices and bring in floor or table lamps.
Provide a quiet break room or an enclosed office for employees to go to when they need a break. Providing a private space for employees to make phone calls during the day for personal or professional support.
Situation: To reduce turnover, Lee Valley wanted to show employees that there was room for growth within the organization. Result: Employees see that opportunities for growth and development come in many shapes and forms and many employees have grown and developed their careers at Lee Valley through these measures.
Canadian Best Practices Portal for Health Promotion and Chronic Disease Prevention, by the Public Health Agency of Canada, is a database of evaluated, best practice interventions. Logic Model Workbook, by THCU, provides an overview of logic models including what they are, why they are important and how to use their four-step approach to creating program logic models. Event details may change at any time, always check with the event organizer when planning to attend this event or purchase tickets. The program empowers and educates through multiple learning channels including direct team-based project experience, best practice discussion, adapting processes to fit every situation, lectures, exercises, graphics, homework, provided and tailored templates, and frequent presentations complete with multiple feedback channels. The Project Management Advanced Certificate training program offers the option of a day-track or an evening-track. The Project Management Advanced Certificate Program - Day Track runs over 10-days for a total of 2-weeks, covering much of the same processes covered in our evening-track program.
Both tracks allow teams an adequate amount of time to perform key project processes, including creating an integrated project presentation, which serves as both best practice templates and addresses one of the biggest challenges leaders face: motivating others to perform processes they are unfamiliar with.
Experienced professionals: technical and other subject matter experts, team leads, project leads, project and program managers, executives, operations managers, business analysts, staff, and those who wish to dramatically improve their project results and deepen their ability to deliver value through projects and operations.
The newspaper is produced by the students and staff at HTMi and readers can learn about hotel company news, hospitality industry events, market trends, strategy, human resources, culinary management and much more. Therefore, the aim of Lindner’s employment policy is to promote the knowledge and skills, the capability of enthusiasm and the motivation of the staff in order to use the potential for continuous improvement and enhancement of performance and quality. Our senior executives leave the staff members decision margins and communicate in a credible and reliable way.
Within Lindner Hotels AG, we offer you the possibility of individually realizing your career by participating in vocational and comprehensive trainings in regular intervals. We give them tailor-made individualised promotion and training programs which may be extensive inhouse programs as well as specific management staff trainings. In these meetings, they are informed on the objectives of the hotel company and on important activities.
For example, “building healthy public policy” or “creating supportive environments” are strategies.
Flexible work programs support everyone within the workplace, they enable every employee to be more productive, less stressed and have overall better mental health.
This shows whether the program was successful and can be used to decide whether it should continue. Although data may be collected throughout the program, the purpose is to determine the value and worth of a program based on results.


In order to begin an evaluation plan, effective process and outcome objectives need to be created.
Indicators are the units of measurement used to assess the extent to which objectives have been met. The work plan should outline the program objectives, activities and evaluation methods in each phase of the plan. Mentors can help develop skills and competencies and can teach new hires how to successfully navigate the organization’s culture. This can involve an outline of possible career planning opportunities and include the technical and personal leadership expectations of all employees. These educational opportunities could be provided by internal experts or external organizations.
Employees can receive two hours of tutoring a week within their regular work schedule at no personal cost and employees are paid for one of the two hours. Working well can be determined by providing exceptional service, supporting organizational programs, fostering teamwork or by staying late during a heavy work period.
This can help reinforce positive communication, provide a venue for thinking about coworkers’ positive characteristics, break down communication barriers between staff members and help to frame staff interactions positively. Also, allow employees a venue for communicating their thoughts and concerns with senior executives.
This helps increase feelings of control, alignment or buy-in to the company’s mission and increases employees’ sense of pride in their work. Ideally their involvement would be included from the beginning, if not however they should at least be consulted before the plan is finalized.
Stay interviews are where new employees meet with a human resources manager after three months and then again after six months to have a formal retention interview. These practices can help reduce work-conflict and unhealthy stress and can improve productivity. This also creates a succession plan for if the employee decides that they do want to retire or stop working all together. This gives employees first crack at these positions and many people have grown and developed their careers through this feature.
Parkinson, “Establishing a Core set of Sustainable National Mental Health and Well-being Indicators,” Scotland Journal of Public Mental Health (2006) 5.1. Edward's University Professional Education's Project Management Advanced Certificate will enable your people to manage more and higher complexity projects with less time, effort, and conflict. Their management is based on confidence and they enhance an exemplary exchange of knowledge.
You have in addition the possibility of taking part in an Inhouse – Cross Training offering you the opportunity to gain more flexibility through changing spheres of functions, to broaden your range of employment possibilities and achieve a higher position. The prizes awarded for staff proposals we received are presented and discussed in order to attain to new solutions and goals in common. Each strategy contains one or more activities.  Planning terms may vary between organizations.
Many practices that are used to promote mental health are also strategies for supporting employees who have mental illness. The majority of Canadians are reporting higher levels of burnout, major depression, anxiety and other mental health problems[1].
A mix of health and business indicators should be used and if organizational levels of change have been included, indicators regarding the workplace culture, including the psychosocial environment, will be necessary.
One of the issues flagged was that employees felt their stress levels were almost unmanageable. This way, employees are able to know what skills are needed for them to progress to the next level. Find out from the team what they would value receiving by giving them a choice between a couple of different prizes, one example of a prize could be a gift certificate to the cafeteria.
This can help managers understand what they are doing well and what the managers and the organization as a whole could do even better to support their employee.
For employees who want to further their education, Lee Valley has an education policy, paying the tuition as long as it has some relevance to their job or is along the lines of professional development. Every attendee brings back real-world, proven templates and processes to apply immediately on the job. Curiosity, the ability to learn, the spirit of a pioneer and an open mind make that we actively contribute to design the future to the benefit of everyone. Moreover, there is the possibility of using the Lindner Hotels AG inhouse Job Market for a change of post to change and develop within the business.
This way, joint visions for the future of our business are developped and energies are steered into a common direction. It’s important to be realistic about what can be accomplished with the human and financial resources available. Therefore, one benefit of implementing many of these programs is that they also aid people with mental health issues. Mentally healthy workplaces provide mentally healthy options and programs for all employees. Process indicators help you decide whether your program was implemented in the way you intended. The program work plan needs to be revisited regularly to check on progress and to make any necessary modifications.
For example, social and environmental support is extremely beneficial when trying to promote behaviour change. Curriculum could feature mathematics, adult literacy, GED preparation, English as a second language, basic computing and life skills classes. By making these programs available to everyone, employees with mental illness can access them without disclosing and potentially exposing themselves to stigma and discrimination. Employees said they dreaded coming to work and often spent long hours answering emails on their off hours. Also, from the onset of the program, an organization should evaluate and share its findings. Tasks include such things as hiring a consultant, researching potential speakers or booking meetings. As a response to the assessments, the healthy workplace committee set a goal of creating a more resilient and mentally supportive workplace and decided to tackle three issues: 1) individual stress management skills, 2) management support skills, and 3) workplace policies around workload. More Canadian groups need to contribute to the evidence base for good practices in workplace mental health promotion.
Tasks are operational steps or actions that contribute to the development of activities for an audience.



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