OH 3-1

Finding and Recruiting New Employees

Human Resources Management and Supervision

3OH 3-1

OH 3-2

Employment Cycle

Human resources management and supervision in this session will focus on recruiting potential employees.

OH 3-3

The Recruiting Process

Determining what vacancies exist based on staffing levels

Establishing necessary skills and backgrounds for new staff

Clarifying what prospective employees will receive

Identifying sources of potential employees

Communicating information about vacancies

OH 3-4

Employment Cycle

The need for new staff members arises because of (relatively) long-term changes in the business and (relatively) short-term needs to fill existing position vacancies as they arise.

OH 3-5

Information Needed to Forecast Staffing Needs

Last year’s sales and staffing patterns

History of turnover

Current and seasonal staffing schedules

Staffing patterns, guidelines, and formulas for similar establishments

Local labor market realities

OH 3-6

What Do We Need? What Can We Offer?

Use current and accurate job descriptions to identify required duties/responsibilities in needed positions.

Wages and benefits must be competitive.

Noneconomic factors are also important.

OH 3-7

Sources of Potential Employees

Internal sources Existing employees

Persons whom existing employees know

External sources Persons not currently associated with the operation

OH 3-8

Recruiting from Internal Sources

Currently-employed staff members can identify potential applicants if they are aware of vacancies.

Many operations have employee referral programs that provide a bonus or reward to existing employees who refer successful candidates.

OH 3-9

Promotion from Within

Promoting current employees into open positions

Advantages include Rewards employees for good performance. Motivates others to improve their performance. Encourages all staff to consider long-term employment.

Disadvantages include: If positions are advertised internally, but internal

applicants are not then considered New “blood” and “fresh eyes” are sometimes necessary

OH 3-10

External Sources of Potential Employees

The range and number of sources depends on the operation’s location.

Recruiting tactics must target the best possible applicants regardless of race, gender, national origin, age, religion, or other nonessential traits.

There is an extensive list of external sources of potential employees listed in your text book on page 48, Exhibit 3C

OH 3-11

External Recruiting Methods

Networking – Can provide referrals and word-of-mouth advertising

Sponsoring school, community, and professional programs

Marketing to professional and community organizations

OH 3-12

Advertising in Traditional Media

Even today, these methods are still the most popular

Traditional media include radio, television, newspapers, magazines, and other publications.

Print and broadcast advertisements can be expensive.

Other possible disadvantages Need to include all information in a short ad Assuring that the ad is printed or read accurately

OH 3-13

Advertising Through Other Media

Signs and postings in and around the operation

Announcements on public bulletin boards

Information on Web sites, such as Monster.com or Hcareers.com; or professional, business & community web sites

Many restaurants have a Web site and post job openings on it. As well, many professional, business, and community organizations have Web sites on which members post job openings.

OH 3-14

Three Additional External Recruitment Methods

Recruiting competitors’ employees When you visit other operations and businesses

within the hospitality industry, look for people who demonstrate the skills and abilities you desire in employees.

Participating in career development events

Holding open houses and hosting tours

OH 3-15

Building and Maintaining Relationships with External Sources

Relationships with schools providing hospitality-related programs can provide part-time/full-time employees, sources of employees for limited time periods, and full-time employees (when students graduate). It is helpful to network with faculty and staff in these schools.

Relationships with government agencies. Governmental programs may hire and train employees for the local workforce.

Relationships with organizations

OH 3-16

Job Advertisements

It is difficult but important to provide all necessary information in a short “help wanted” ad.

OH 3-17

Elements of Job Postings/Advertisements

Job or position title

Desired qualifications or skills – this allows potential employees to self-screen for the position

Company name - Some companies do not post their name. This is called a Blind Ad

Benefits

OH 3-18

Elements of Job Postings/Advertisements continued

Work location – especially important if multiple units in the company

Ways to respond – Apply on line, Phone, Apply in Person, etc.. Include complete directions or information

Equal employment opportunity (EEO) statement

OH 3-19

Avoiding Discriminatory Language

Avoid gender-specific titles and other language.

Avoid references to groups of people that imply traits not relating to bona fide occupational qualifications or essential functions.

Focus on the skills, knowledge, and abilities needed for the job.

OH 3-20

Recruiting Reflects Character of the Operation

Match the tone and style of information provided to the tone and style of the organization.

A consistent image involves using the logo, colors, and other indicators that people associate with your operation.

OH 3-21

Now you know that a lot of planning, creativity, and effort are needed to find the very best people for each position.

OH 3-22

Evaluating Recruiting Methods

Evaluation identifies those recruiting activities that are most useful for specific vacancies.

Cost-benefit evaluation compares total direct and indirect recruiting costs against the number of applicants produced.

OH 3-23

Key Term Review

Blind ads—advertisements that omit a company’s name and other identifying information

Cost-benefit relationship—comparison of the total direct and indirect recruiting costs against the number (and sometimes quality) of applicants produced

Employee referral programs—method of internal recruiting in which existing staff members are provided a bonus or reward for referring candidates who are employed by the business

External sources—potential employees who are recruited from outside of the organization

Forecast—prediction based upon historical information and estimates of future operating information

Internal sources—groups of potential employees who come from within the operation

OH 3-24

Key Term Review continued

Intranet—internal computer network

Job postings—notices about job vacancies

Longevity—length of employment within the organization

Networking—practice of building and maintaining on-going communication with individuals whom you can help and who can help you

New hires—people newly employed by the operation

Open house—designated time for people to visit the operation, meet the staff, take a tour, experience the food and atmosphere, and mix with others who also visit the open house

Perquisites (perks)—incidental benefits to a job, such as meals, formal training, flexible scheduling, and advancement opportunities

OH 3-25

Key Term Review continued

Promoting from within—practice of promoting current employees into open positions

Recruiting—series of activities designed to encourage the largest number of qualified persons to apply for a job at the organization

Return on investment (ROI)—calculations that measure the profits of a program or event against the costs of implementing it

Screening—process of reviewing the skills, experience, attitudes, and backgrounds of people who have applied to work at the restaurant or foodservice operation

Sources—places, organizations, and individuals that managers can draw on to find new employees