Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. HOSPITALITY HUMAN RESOURCES

Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved.

HOSPITALITY HUMANRESOURCES MANAGEMENT AND SUPERVISION


Recruiting & SelectingThe Best Employees

Chapter 2


Learning Objectives

1. Describe the four tasks in the position analysis process

2. Explain the uses of job descriptions & how they should be developed

3. Review basic employee recruitment procedures4. List & explain the tools that can help screen job

applicants to determine which should receive job offers

5. Review details about job offers made to candidates who meet job requirements


Position Analysis: Describing Job Tasks

Benefits– Identifies each task & how it must be done– Provides information for the job description

Steps1. Develop a task list2. Decides how to break each task into small activities3. Determine performance standards4. Develop a job description that includes the job’s most

important tasks



1. Develop a task list– Ask supervisors or experienced workers– Observe– Review existing job descriptions & training materials– Talk to other managers– Review available industry sources

2. Task breakdown– Watch experienced staff– Record each step or activity in sequence– Confirm accuracy– Share the information so everyone agrees– Confirm the breakdown by observing person who performs the task

using the identified procedure.



3. Determine performance standards– Specify required quantity and quality– Must be clearly defined– Should be reasonable– Should be challenging but achievable– Employees should have tools and equipment needed– Must be specific so that they can be measured


Job Descriptions: Important Recruitment Tools

1. Uses of job descriptions– Recruiting & screening– Hiring, orientation, training, & development– Performance evaluation programs– Salary Administration– Safety & security– Union & legal concerns



2. Procedures for developing job descriptions– Template standard should be used– Must be compliant with ADA– Job title & other identifying information– Position to which an employee reports & other work

relationships– Job summary which outlines core duties– Duties-major & essential– Job requirements should indicate prior experience, industry

knowledge, education & skills a person should bring to the job; mental, emotional & physically skills associated with the position



3. Avoiding discrimination in job descriptions– Essential functions individuals must be able to

perform with or without reasonable accommodation– Reasonable accommodation: possible alternate ways

to accomplish specific duties (Example: Exhibit 2.4, p.38)

– Undue hardship-action causing significant difficulty or expense

– Can’t include position requirements based on religion, gender, age & national origin

– Bona Fide Occupational Qualifications (BFOQ): allows very narrow exceptions



4. Revising, approving, & maintaining job descriptions– Causes of changes

• Responsibilities & reporting structures evolve• New regulations that affect job duties• Technology or new equipment• New menu items or operating procedures• New union contract

– Have review for legal compliance or from HR– Make revisions based on

suggestions/recommendations


Employee Recruitment Procedures

1. Recruitment Overview– Deciding what vacancies exist– Determining skills & background needed– Clarifying what can be offered– Identifying sources if applicants– Effectively communicating vacancies– Ongoing as part of employment cycle– Affected if an operation is seasonal



2. Forecasting staff needs– Last year’s revenue & staffing patterns– History of turnover

# of terminated employees ÷ av. # of employees = turnover rate %

– Current & seasonal staffing schedules– Staffing patterns & guidelines for similar

establishments– Local labor market realities



3. Internal recruiting– Employee or customer referrals– Inform current employees before outside search

conducted– What for affect on diversity plans– Promoting from within

• Rewards for good performance• Motivates• Encourages others to consider long-term

– Manager must seriously consider internal candidates



4. External recruiting– Common sources – Exhibit 2.5, p. 43– Methods

• Networking• Sponsoring school, community & professional programs• Marketing to professional & community organizations• Advertising through traditional media• Advertising on public locations & social media• Participating in career development events• Holding open houses & giving tours



5. Effective communication is important– Good job notice

• Job or position title• Desired qualifications or skills• Company name• Benefits• Work location• Ways to respond

6. Evaluating recruitment methods– Compare direct & indirect costs with number & quality

of applicants


Employee Screening & Selection

1. Screen Process Overview• Standardized forms and procedures for

appropriate & legal information• Background checks, drug tests, etc. are time-

consuming & costly; but may be necessary safeguards

• Best candidate for the position-making careful judgments; remember the law against discrimination

• Focus on essential skills of the job• What is said, how it is said and when it is said



2. Application Forms– Cover letter & resume for some positions– Learn about applicant’s work history, background

& skill level– May contain important statements or notices that

the applicant must sign: • protect operation against false information• permission to check references & other

background information



3. Employment Interviews– May be one or more– Screening -determine whether candidate meets basic

requirements– Can gather more information, to build interest– Questions require a clear & comprehensive knowledge

of the job description– Focus on job duties & use language that pertains to

the job– Focus also on required skills, knowledge, and abilities– Exhibit 2.10, p. 52 for question dos and don’ts



4. Planning and Conducting Job Interviews– Location, length, what format will be used– Standardized list of questions to avoid liability &

ensure all candidates for position asked the same questions

– Background information– Character or personality

5. Determining Finalist Candidates– Assessment of applications & interviews– Who is the best candidate & what makes them stand

out



6. Applicant tests– Guidelines:

• Same test for every applicant in a certain category• Test should be culturally neutral• Ask only about functions that relate to the specific duties of the job• Administer in a fair and consistent manner• Evaluate results against factors that apply to all applicants

– Drug tests: equally & fairly implemented; laws may apply, results may be: inconsistent or false; very expensive

– Physical exams: may be applicable laws re: mandatory and/or voluntary testing; must be fair to all including people with disabilities

– Skill & knowledge tests: keyboard tests →equipment operation; observe & analyze, then discuss with candidate


The Job Offer

1. May be contingent on successful completion of screening activities/tests

2. Actual process depends on establishment’s policies & sometimes the type of position

3. May be initial phone called; followed up with a letter4. If a contract

– Legally binding– Termination provisions– May remove “at will”

5. Clear & detailed offer 6. Signed agreement regarding start date, compensation &

benefits

Documents

Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. HOSPITALITY HUMAN RESOURCES