Title of Chapter - Metropolitan Community College
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Transcript Title of Chapter - Metropolitan Community College
Finding and Recruiting New Employees
3
OH 3-1
3-1
Human Resources Management and Supervision
Employment Cycle
Human resources
management and
supervision in this
session will focus
on recruiting
potential
employees.
OH 3-2
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 3-3
Employment Cycle
The need for new
staff members
arises because of
(relatively) longterm changes in
the business and
(relatively) shortterm needs to fill
existing position
vacancies as they
arise.
OH 3-4
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 3-5
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 3-6
Sources of Potential Employees
Internal sources
Existing employees
Persons whom existing employees know
External sources
Persons not currently associated with the operation
OH 3-7
Recruiting from Internal Sources
OH 3-8
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.
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 3-9
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 3-10
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 3-11
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 3-12
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 3-13
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 3-14
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 3-15
Job Advertisements
It is difficult but important to provide all necessary
information in a short “help wanted” ad.
OH 3-16
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 3-17
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 3-18
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 3-19
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 3-20
Now you know that a lot of planning, creativity, and effort
are needed to find the very best people for each position.
OH 3-21
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 3-22
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
OH 3-23
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
Key Term Review continued
Intranet—internal
New hires—people newly
Job postings—notices
Open house—designated
computer network
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
OH 3-24
employed by the operation
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
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
OH 3-25