Ground Rules

1
Ground Rules

• Be on time start on time
• All cell phones, pagers and IPods should be
  turned off during class
• No Internet use during class, unless part of
  classroom activity
• Free to take a break if needed
• Appreciate other points of view
• Respect others desire to learn
• End on time

2
Agenda

• Review Chapter Two Communications Job
  Descriptions - Articles/Work Experiences Share
  information
• Chapter Three Finding Recruiting New Employees
  Chapter Four Screening Potential Employees
• Next week

3
Finding and Recruiting New Employees
3

• Human Resources Management and Supervision

OH 3-3
4
Chapter Learning Objectives

• Identify information needed to forecast staffing
  needs.
• Identify common sources of potential employees.
• Announce job openings to internal and external
  candidates.
• Describe methods to maintain relationships with
  sources of employees.
• Avoid using discriminatory language in job
  advertisements.
• Describe how to evaluate recruiting efforts.

5
Employment Cycle
6
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

7
Employment Cycle
8
Information Needed to Forecast Staffing Needs

• Last years sales and staffing patterns
• History of turnover
• Current and seasonal staffing schedules
• Staffing patterns, guidelines, and formulas for
  similar establishments
• Local labor market realities

9
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.

10
Sources of Potential Employees

• Internal sources
• Existing employees
• Persons whom existing employees know
• External sources
• Persons not currently associated with the
  operation

11
Recruiting from Internal Sources

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

12
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.

13
External Sources of Potential Employees

• The range and number of sources depends on the
  operations location.
• Recruiting tactics must target the best possible
  applicants regardless of race, gender, national
  origin, age, religion, or other nonessential
  traits.

14
External Recruiting Methods

• Networking
• Sponsoring school, community, and professional
  programs
• Marketing to professional and community
  organizations

15
Advertising in Traditional Media

• 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

16
Advertising Through Other Media

• Signs and postings in and around the operation
• Announcements on public bulletin boards
• Information on Web sites

17
Three Additional External Recruitment Methods

• Recruiting competitors employees
• Participating in career development events
• Holding open houses and hosting tours

18
How Would You Answer the Following Questions?

• Ideally, _______ is an important first step in
  the recruiting process.
• What you can offer perspective employees
  extends beyond just wages and benefits.
  (True/False)
• When employees refer other people to position
  vacancies, this is an example of _______
  recruiting.
• Advertising through untraditional media is
  (more/less) expensive than advertising through
  traditional media.

19
Building and Maintaining Relationships with
External Sources

• Relationships with schools
• Relationships with government agencies
• Relationships with organizations

20
Developing a Recruiting Plan

• Page 56 in text book
• Break into groups of 4-5
• Take 30 minutes and develop a recruiting plan
• Share with the class

21
Job Advertisements

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

22
Elements of Job Postings/Advertisements

• Job or position title
• Desired qualifications or skills
• Company name
• Benefits

23
Elements of Job Postings/Advertisements continued

• Work location
• Ways to respond
• Equal employment opportunity (EEO) statement

24
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.

25
Identifying and Eliminating Discriminatory
Language

• Page 61 in text book
• Review each of these ads and identify if ok or
  if needs revision
• Discuss revision

26
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.

27

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

28
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.

29
How Would You Answer the Following Questions?

• The most productive external sources of potential
  employees are _______ organizations.
• A job opening can be communicated _______ or in
  _______.
• Equal Employment Opportunity statements are not
  needed because EEO requirements are mandated by
  law. (True/False)
• Advertising for a server is better than
  advertising for a waiter. (True/False)

30
Key Term Review

• Blind ads
• Cost-benefit relationship
• Employee referral programs

• External sources
• Forecast
• Internal sources

31
Key Term Review continued

• Intranet
• Job postings
• Longevity
• Networking

• New hires
• Open house
• Perquisites (perks)

32
Key Term Review continued

• Promoting from within
• Recruiting
• Return on investment (ROI)
• Screening
• Sources

33
Chapter Learning ObjectivesWhat Did You Learn?

• Identify information needed to forecast staffing
  needs.
• Identify common sources of potential employees.
• Announce job openings to internal and external
  candidates.
• Describe methods to maintain relationships with
  sources of employees.
• Avoid using discriminatory language in job
  advertisements.
• Describe how to evaluate recruiting efforts

34
Break

• Be back in 15 minutes

35
Screening Potential Employees
4

• Human Resources Management and Supervision

OH 4-35
36
Chapter Learning Objectives

• Describe steps in the screening process.
• Recognize screening tools and techniques.
• Identify examples of discriminatory screening
  language and practices.
• Describe methods to test work skills and assess
  personality traits.
• Recognize types of interviews and when to use
  them.
• Develop a list of interview questions.
• Describe methods for checking references.

37
The Screening Process

• The screening process is part of the employment
  cycle.

38
Activities Involved in Screening Process

• Review application form and other materials.
• Conduct preliminary interviews.
• Assess qualifications through testing.
• Conduct second interviews.
• Investigate applicants backgrounds.

39
Job Application as Screening Tool

• The job application form is a critical screening
  tool.

40
Additional Screening Tools

• Cover letter and resume
• Proof of eligibility to work
• Screening interview

41
Additional Screening Tools continued

• Testing
• Work assessments or simulations
• Job interviews
• Reference and background checks
• Medical tests and records

42
Avoiding Illegal Discrimination in Screening

• Every applicant should be given fair
  consideration. All federal, state, and local
  regulations for screening and hiring practices
  must be followed.
• The best approachassure screening focuses only
  on essential job skills and the persons ability
  to perform them.

43
Reasons to Review Application Documents

• To become familiar with the applicants
  professional background
• To identify the experience and knowledge the
  individual can contribute to the operation
• To determine whether special training or literacy
  education might be needed

44
Topics for Interview Questions

• Interview questions must focus on bona fide
  occupational qualifications that directly relate
  to the skills, knowledge, and abilities needed
  for the job.

45
Applicant Test Guidelines

• Give to every applicant for the position.
• Use a culturally neutral test.
• Test for bona fide occupational qualifications
  (BFOQs).
• Administer the test fairly and consistently.
• Evaluate results against clear factors.

OH 4-12
46
Planning for Job Interviews

• Know what you want to learn from the interview.
• Consider location, time, opening points, notes to
  be taken, and preferred interview format.
• Always use a standard list of questions.

47
How Would You Answer the Following Questions?

• If screening interviews are used, it is not
  necessary to conduct more formal job interviews.
  (True/False)
• In todays fast-paced business world, job
  applications are the only screening device that
  is really necessary. (True/False)
• What type of screening is typically done last?
• It (is/is not) appropriate to ask a job applicant
  about marital status.

48
Information Gathering/Skill Interviews

• Focus on an applicants
• Background
• Work experience
• Previous employers
• Job challenges
• Question examples
• What are your greatest strengths?
• What are you looking for in this job?

49
Stress Interviews

• Designed to put applicants in a difficult and
  stressful situation to see how they handle stress
  in job challenges
• Example
• Provide a stressful on-the-job situation, and ask
  the applicant what he/she would do.

50
Character or Personality Interviews

• Used when a person has basic job qualifications,
  and the interviewer wants to discover whether the
  person will work well in the operation
• Used to assess an applicants aptitudes and
  attitudes (what he/she will do or is likely to do)

51
Group and Successive Interviews

• Group interviews
• Multiple people from the operation interview one
  applicant in a group setting.
• Successive interviewing
• Separate interviews are conducted with the
  applicant by several persons.

52
Job Preview

• Information and activities that can help
  applicants to obtain a realistic expectation
  about the position and operation
• Information may include sample menus, review of
  the restaurants Web site, and answers to the
  applicants questions.
• A tour of the operation is also beneficial.

53
Conducting Reference Checks

• Application forms may request reference names and
  contact information.
• If references are not provided, this may impact
  the managers employment decision.

54
Contacting References

• Contact reference by letter, email, or phone.
• Ask a standard list of questions.
• Consider what is not said as well as what is
  said.

55
Interviewing for the Sous Chef Position

• Page 85 in text book
• Review questions 1-3

56
How Would You Answer the Following Questions?

• What type of interview asks questions that focus
  directly on the applicants background and work
  experience?
• What type of interview is typically done for
  management positions?
• A tour of the operation (can/cannot) provide
  useful information for the applicant.
• (Personal/Professional) references are typically
  preferred.

57
Key Term Review

• Group interview
• Interview schedule
• Job interview
• Preinterview
• Realistic job preview

58
Key Term Review continued

• Screening
• Screening interview
• Sous chef
• Successive interviewing

59
Chapter Learning ObjectivesWhat Did You Learn?

• Describe steps in the screening process.
• Recognize screening tools and techniques.
• Identify examples of discriminatory screening
  language and practices.
• Describe methods to test work skills and assess
  personality traits.
• Recognize types of interviews and when to use
  them.
• Develop a list of interview questions.
• Describe methods for checking references.

60
Due Next Week

• Chapter Summary and business application
• Chapter Three Finding Recruiting New Employees
  Chapter Four Screening Potential Employees
• Article/Work review on Recruitment Screening
  and your opinion
• Project work Recruitment Ad, Recruitment Plan
  Interviewing Questions
• Read Chapter Five Six