Finding and Recruiting New Employees 3 Human Resources Management and Supervision OH 3-1

Employment Cycle Human resources management and supervision in this session will focus on recruiting potential employees. Instructor’s Notes Indicate that discussion about Human resources management and supervision in this session will focus on recruiting potential employees. Explain that several tasks are very important for successful recruiting.

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 Instructor’s Notes Indicate that forecasting staffing needs (first point noted on the slide) will now be discussed in some detail. Additional Thoughts Indicate that the same basic procedures for recruiting staff members applies to filling existing vacancies and to the longer-term process of forecasting staffing needs.

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. Instructor’s Notes 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. Note that several factors should be considered as staffing needs are forecasted.

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 Instructor’s Notes The amount of historic and projected business volume affects the number of employees needed. Periods of “peaks and valleys” in business volume such as busy and slow seasons should also be considered. Networking with other foodservice professionals may yield helpful information about staffing guidelines. Note that the next step in planning for recruiting is to determine employee skills needed and the compensation, benefits, and other incentives that managers can offer.

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. Instructor’s Notes Ask students, “What are some examples of noneconomic factors?” Answers might include the restaurant’s environment, opportunities for training and advancement, and flexibility of work schedules. Indicate that the next step in the recruiting process is to identify sources of employees.

Sources of Potential Employees Internal sources Existing employees Persons whom existing employees know External sources Persons not currently associated with the operation Instructor’s Notes Indicate that an advantage of recruiting from internal sources is that job applicants are more familiar with the operation than those recruited externally.

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. Instructor’s Notes Many operations have employee referral programs that provide a bonus or reward to existing employees who refer successful candidates. Job postings (notices about position vacancies) should be placed where they will be seen by employees. Managers who maintain an honest and respectful relationship with employees create an environment in which staff will recommend employment at the property to their friends, families, and others. Indicate that managers may also promote existing employees to other positions.

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 Instructor’s Notes Problems can arise if positions are advertised internally, but internal applicants are not then considered. Some organizations interview all internal applicants for internally advertised vacancies to encourage more qualified internal applicants to apply for the positions. Note that there are numerous external sources of new employees.

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 Instructor’s Notes If applicable, refer students to the extensive list of external sources of potential employees noted in Exhibit 3C (page 48) of the chapter. To ensure that the operation gives everyone a fair employment chance, target external sources that encourage a diverse labor pool. Indicate that there are several popular external recruiting methods.

External Recruiting Methods Networking – Can provide referrals and word-of- mouth advertising Sponsoring school, community, and professional programs Marketing to professional and community organizations Instructor’s Notes Good networking produces referrals and word-of-mouth advertising. Sponsoring or participating in various school and community organization programs and activities builds networks and provides opportunities for advertising. Marketing to professional and community organizations increases the restaurant’s name recognition both as a place to visit and as a place to work. Note that advertising through traditional media is another effective external recruiting method.

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 Instructor’s Notes Ads in local newspapers and other publications are commonly used by restaurants and the foodservice industry. Ads are a common source of hourly employees and, sometimes, salaried staff. It is important to match the publication’s audience with the type of people being recruited. Another disadvantage of print and broadcast ads is the possibility of attracting negative attention when the restaurant needs new staff members. Position vacancies can also be advertised through other media.

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. Instructor’s Notes “Help Wanted” signs in and around a restaurant may not be appropriate for all types of operations. Public bulletin boards provide a way to post advertisements at no cost. 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. There are also Web sites such as Monster.com and HCareers.com that charge fees to post position vacancy information. These methods are easy to implement and are relatively inexpensive compared to advertising through traditional media. A disadvantage—they take more work on the part of applicants to find the advertisements and postings. Indicate that there are three additional methods frequently used to recruit employees. Additional Thoughts: Note that Web sites such as Monster.com and CareerBuilder.com can be very useful for job hunting, and students may be interested in visiting these sites.

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 Instructor’s Notes When you visit other operations and businesses within the hospitality industry, look for people who demonstrate the skills and abilities you desire in employees. Career development events are frequently organized and coordinated by colleges and, sometimes, by other organizations such as chambers of commerce. Networking with other persons hosting booths can help one to learn about what is happening in the local labor market. An open house is a designated time for people to visit your operation. These events build good public relations, often lead to temporary business increases, and improve relationships with those that visited the business. Ask students to answer the following questions.

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 Instructor’s Notes Managers should build relationships with a variety of people and organizations to draw upon different populations of potential employees. 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. Governmental programs may hire and train employees for the local workforce. Creating relationships with a variety of professional and community organizations provides a chance to develop them as sources for referrals of potential new employees. Indicate that there are several elements that should be part of every job posting or advertisement.

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

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 Instructor’s Notes Including qualifications and skills needed for a position helps potential employees to self-screen for the position. Some companies run blind ads (they do not use the company name) when advertising externally. Including a statement of benefits may encourage more applications. Indicate that there are additional elements in a job posting or advertisement.

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 Instructor’s Notes Work location information is especially important when there are multiple units in the company. Asking people to apply in person is a legitimate way to screen people. However, this practice cannot be used to avoid hiring or considering anyone based on race, color, age, disability, national origin, gender, religion, or other traits that have nothing to do with bona fide occupational qualifications. A statement in the ad or posting that identifies your operation as an equal opportunity employer will encourage a diverse range of applicants. Note the importance of avoiding discriminatory language in job postings and advertisements.

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. Instructor’s Notes Describing the duties a person would do on the job provides honest information and fair warning to each applicant and encourages the broadest range of qualified applicants. Indicate that information used for external recruiting should reflect the character of the operation.

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. Instructor’s Notes Some organizations provide information about the origin or mission statement of the business. Indicate that it is important to evaluate the effectiveness of recruiting methods.

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

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. Instructor’s Notes Managers of small operations typically use informal evaluation methods to determine whether recruiting activities produced the “right” kinds of applicants. It takes significant effort to collect information required to assess cost-benefit relationships, but large organizations typically find it beneficial to do so. Ask students to answer the following questions.

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 Instructor’s Notes 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 Indicate that there were additional key terms discussed in this chapter.

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 Instructor’s Notes 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 Indicate that there are several remaining key terms used in the chapter.

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 Instructor’s Notes 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