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.
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Sources of Potential Employees
 Internal sources
 Existing employees
 Persons whom existing employees know
 External sources
 Persons not currently associated with the operation
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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
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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
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Job Advertisements
It is difficult but important to provide all necessary
information in a short “help wanted” ad.
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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.
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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