Lecture Supervision in the hospitality industry: Applied human resources (Fifth edition): Chapter 6 - Jack E. Miller, John R. Walker, Karen Eich Drummond

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Chapter 6 - Recruiting and selecting applicants. This chapter presents the following content: The labor market, determining labor needs, legal aspects of recruiting and selection, recruiting, selecting the right person.

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Nội dung Text: Lecture Supervision in the hospitality industry: Applied human resources (Fifth edition): Chapter 6 - Jack E. Miller, John R. Walker, Karen Eich Drummond

Chapter 6 Recruiting and Selecting Applicants • The Labor Market • Determining Labor Needs • Legal Aspects of Recruiting and Selection • Recruiting • Selecting the Right Person 1
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 2
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). 3
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. 4
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. 5
Major Sources of Workers • People looking for • Unemployed. their first job. • People who just want to • Students. get away. • Aliens or immigrants. • Women. • Retired people. • “Moonlighters”. • Disabled. 6
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. • Know about the community. 7
Determining Labor Needs • Defining Job Qualifications • Forecasting Personnel Needs • Training VS. Buying Skills 8
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. 9
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 are key factors in forecasting your personnel needs. 10
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. • Consider revamping. 11
• 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. 12
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 train people 13
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. 14
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 • Americans with Disabilities Act • Family and Medical Leave Act of 1993 15
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. 16
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. • Negligent Hiring refers to the failure of an employer to take reasonable safeguards when hiring employees. 17
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. • Use the Multiple Approach don’t depend on a single resource. 18
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. 19
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 operation. 20