Chapter 6 Recruiting and Selecting Applicants
• The Labor Market • Determining Labor
Needs
• Legal Aspects of Recruiting and Selection • Recruiting • Selecting the Right
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Person
The Labor Market
• The supply of people
looking for jobs
• The jobs available in the
given area
• Many openings are
predicted in the hospitality field
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The Hospitality Field
• Jobs include entry level,
lowskill, minimum wage jobs, as well as certain jobs that require certain skills and abilities.
• Days and hours are irregular, scheduling patterns vary (split shifts, part time, and unusual hours).
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Sources of Workers
• Undergoing continuos
changes with U.S. work force.
• The majority of new workers are women, minorities, and immigrants.
• Many people are looking for temporary work and have no interest in long term commitment.
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Sources of Workers
• If the job your looking to fill is above the lowest level the first step is to look inside your own operation.
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Major Sources of Workers
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• People looking for their first job. • Students. • Women. • “Moonlighters”. • Unemployed. • People who just want to get away. • Aliens or immigrants. • Retired people. • Disabled.
Characteristics of Your Labor Area • Know the labor market in and out of your own industry prevailing wages, unemployment rates, its makeup, competing enterprises.
• Know the demographics ethnic groups, income levels, education levels, where the different groups live.
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• Know about the community.
Determining Labor Needs
• Defining Job Qualifications
• Forecasting
Personnel Needs
• Training VS. Buying Skills
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Defining Job Qualification
• Job Specification list the knowledge, skills and abilities, work experience, education and training. • Do not discriminate in any
way!!!
• Phrase (and think) in
concrete terms what each job requires.
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Forecasting Personnel Needs
• Anticipating your needs of workers gives you more time to look for the right people.
• Use records of past sales, they might indicate past trends.
• Scheduling and downtime
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are key factors in forecasting your personnel needs.
Scheduling
• Let your employees know that
you value their opinion and take them seriously.
• Try to meet the needs of both
your employee and the company.
• Examine your schedule for
efficiency of your needs and ways of organizing shifts to be more attractive to employees needs.
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• Consider revamping.
• Downtime:The length of time a position is vacant until a employee that can fully perform fills it.
• Forecast appropriately
for downtime.
• If nessicary fill out a
employment requisition form.
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Training VS. Buying Skills
• There is no security in hiring for
experience
• You may have to pay more to break years of bad habits
• If you do hire for experience be
sure to check references
• Training is expensive but likely to
be less costly in the end
• You really do not have time not to
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train people
Legal Aspects
• Equal employment opportunity means people should be treated equally in all employment matters.
• Equal Employment
Opportunity Commission: Created by (and responsible for enforcing the employment related provisions of) the Civil Rights Act of 1964.
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Equal Employment Opportunity Laws
• Equal Pay Act of 1963 • Civil Rights Act of 1964 • Age Discrimination in Employment
Act of 1967
• Pregnancy Discrimination Act of
1978
• Immigration Reform and Control
Act
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• Americans with Disabilities Act • Family and Medical Leave Act of 1993
Americans with Disabilities Act
• This act makes it unlawful to discriminate in employment matters against the estimated 43 million Americans with disabilities.
• Reasonable Accommodation:any change in a job or environment that will enable someone with a disability to perform essential job functions.
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EEO Laws and the Hiring Process
• Job requirements must be related to the job. • Pre employment tests must be valid, reliable and
relevant.
• Tests should be given to all applicants, scored under the same bases, and administered under the same conditions.
• Avoid questions during interviews related to race,
gender, age, marital status, religion, origin, appearance, and disabilities.
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• Negligent Hiring refers to the failure of an employer to take reasonable safeguards when hiring employees.
Recruiting a form of marketing looking actively for people to fill jobs • Be appropriate put your
message out in appropriate places.
• Be competitive sell your job as
well as others.
• Be constant on the look out all
the time.
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• Use the Multiple Approach don’t depend on a single resource.
Internal Recruiting:
• Promoting from within. • To let all employees know about a opening use a job posting.
• Employee referral programs
may be used when you cannot find a current employee to fill the position.
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External Recruiting
• Seeking applicants from outside the operation.
• Again, avoid discrimination! • 2 types of advertising are classified and displayed.
• How to apply: Open or Blind. • Advertise in a major paper. • Some employers use radio or
television.
• Advertise in your own
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operation.
Employment Agencies
• Private Employment Agencies: Normally charge a fee. Most often handle management and high skilled jobs.
• Temporary Agencies: Charge by the hour. Good for peak business periods.
• Job Service Centers: Free!
Screen and provide applicants for entry level jobs. 21
Direct Recruiting
• Practiced primarily by large
organizations seeking management or top level culinary skills. • Recruiters go where the job
seekers are colleges, job fairs, etc.
• Advantage you may get better
employees and you are creating a good image for the future.
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• Additional sources organizations involved with minorities, women, disabled, immigrants or other special groups.
Evaluating Your Recruiting
• Learn what sources give you the best workers. • Learn what the success
rates are.
• Learn what the costs are. • Learn the tenure of people
from each source.
• Also evaluate your own
recruiting efforts. 23
Selecting the Right People
• The Application “a fact finding
sheet.”
• The Interview Find a quiet
place, look for two kinds of info. Hard data on skills and experience, and personal qualities. Some use a structured patterned interview.
• Evaluate immediately with a meaningful rating system.
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Evaluation • Cando Factors: includes job
knowledge, past experience, and and education.
• Willdo Factors: includes the applicants willingness, desire, and attitude toward performing the job.
• Halo effect or overgeneralization:
Jumping to conclusions based on 1st impressions.
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• Truth in Hiring:Telling the applicant the entire story about the job, including drawbacks.
Testing
• Most hospitality enterprises do not use testing. • Skills tests measure specific skills • Aptitude test measure ability to learn. • Psychological tests measure personality traits. • Medical examinations measure physical fitness. • To use a test it must be reliable, valid, and relevant. • The Employee Polygraph Protection Act of 1988
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prohibits the use of polygraphs in screening for job applicants.
Reference Check
• The final step helps to weed
out applicants
• 1st verify substance factual info. about the applicant. • Then style how they did in previous jobs, how well the got along with others. • IF YOU NEGLECT THE
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REFERENCE CHECK YOU RUN THE RISK OF HIRING A PROBLEMED WORKER!
Making the Choice
• Don’t jump to hire someone you have previously known. Look at the big picture!
• Don’t hire too quickly. • Don’t rush to hire the applicant who
interviewed the best. • Don’t hire on intuition. • Don’t hire just because someone is
highly recommended.
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• When you make the offer do it in writing, include all conditions.
