A report on recruitment and selection process for the recruiting

A report on recruitment and pickaxe process for the recruiting1a) Describe a suit commensurate recruitment and selection process for Barretts Car genuinely.The owners of Barretts Carvery a handed-down pub eating place ar interested in expanding their menu by sallying other hot plates such as hot pots, stew, and dumplings. Presently the restaurant offers a number of selections, including the traditional dinner, vegetarian dinner, and childrens dinner. This report describes the recruitment, selection, and retention process for the three additional employees needed to expand the restaurants menu, along with recommendations to build a wining team, control hard-hitting leadership, and identify work and development needs for Barretts Carvery.RECRUITMENT PROCESSAccording to EDWIN FLIPPO Recruitment is the process of searching for prospective employees, and stimulating them to apply for clienteles in the brass instrument (Draft and Marcic, 2008). The recruitment process begins wit h identifying the need for mental faculty, which usually derives from the human resources plan. Barretts Carvery has identified the need for three additional provide to assist in the kitchen and to be servers. For every ecesis it is important to have the right person in the right position. When the wrong person for the position is hired, it typically results in having to refill the position again. Time, m unmatchedy, and energy atomic number 18 lost during this downtime, as well as additional recruiting and training costs. It hurts a company to have an open position in several ways, including loss of productivity, defeat of continuous retraining and inability to progress with company initiatives. Bad hires whitethorn likewise result in good employees leaving the company, creating an even greater derangement problem (Main, 2009). The key objective is to be cost effective in the numbers, and quality of employees required fulfilling the human resources needs of an presidential term. Today, recruiting is sometimes referred to as talent achievement to reflect the importance of the human factor in the organizations success. (Draft and Marcic, 2008).It is important for Barretts Carvery to get a clear picture of what kind of individuals are needed which bottomland be accomplished by designing a business concern description along with a person specification. A job and persons description is an organized process of multitude and interpreting breeding about the essential duties, tasks, and responsibilities of the job to be performed. A persons specification or job specification is vital to any organization as it enables the company to find the perfect person- to-job-fit, (Scribd, 2010). Moreover, it is also important that the scientific disciplines, aptitudes, and knowledge outlined in the person specification are directly related to the needs of the job if this is not so expectations will not be met, and both employers and employees will be disappointed ( Scribd, 2010). The following job and person descriptions are recommended for the positions of a server and Kitchen Assistant for Barretts Carvery to assist in their recruitment and selection process.JOB SPECIFICATION FOR SERVERJOB TITLE ServerDEPARTMENT DiningREPORTS TO Dining section ManagerOBJECTIVES Our goal is to be professional and well- elbow roomed at all times, to provide our customer the best overhauls in order to gain a competitive edge, and to ensure total customer satisfaction. Servers are the send-off contact for our customers as such you must(prenominal) greet them in a professional and courteous manner in attempt to make Barretts Carvery the number one choice restaurant. (Food and swallow Underground 2007-2008)Basic functions includes but not limited toServes Guests quickly and professionallyShould have an excellent knowledge of the menusMaintains sections, and keep tables cleanEssential functionsWork without supervisionPolish all silverware and glassware used f or servicesApproach Guests, cordially welcome and seat them at the next assigned tableIntroduce the beverage and food menu in a friendly and enthusiastic mannerAccurately take ordersFollow all safety and sanitation regulationsAccurate calculation when preparing checkClear tables and reset them during shiftAny other duties that may be assigned to you by your managerPERSON SPECIFICATION FOR SERVERJOB TITLE ServerDEPARTMENT DiningEducation, Training and QualificationsKnowledge high-pitched School DiplomaBasic Math SkillsWork experiences in a Restaurant mustiness hold a valid Food Hygiene enfranchisementSkills and AptitudesSpeak fluent English LanguageAbility to communicate effectivelyMust be able to take directionsCapable of working in TeamsMust be able to work calmly in crisisMust possess problem solving abilitiesNon-essential requirementsAbility to speak fluent SpanishServer witness or trainingSERVER JOB DESCRIPTIONTaking Orders, the server will be responsible for taking customer orders, organizing them, and keeping time of the hunt of the order. (Food and Beverage Underground 2007-2008)Working Environment, you are responsible for keeping your section clean and organized silverwares and glasses spotless change table cloths and dust chairs when necessary. (Food and Beverage Underground 2007-2008)Clearing of utensils, you are to replace needed utensils right away afterward cleaning a plate be pro active by pre-setting utensils before your guest needs it. (Food and Beverage Underground 2007-2008)Be visible, you are to ensure that your guest prat get your attention easily keep analyse you section for jobs that need to be done. (Food and Beverage Underground 2007-2008)Menu, familiarize yourself with the menu and your specials, it is important for you to know what is offered to better sell the product. (Food and Beverage Underground 2007-2008)Check out, after organizing and calculating the check you are required to take it to the manager on duty who will revie w and approve same. (Food and Beverage Underground 2007-2008)Based on the job description, job and person specification Barretts Carvery should conduct an internal valuatement to determine whether or not their needs contribute be met from existing staff resources through retraining or redevelopment. If these needs stooge be filled internally, the company should advertise the positions internally. Internal recruiting has several advantages It is less costly than extraneous search, and it generates higher(prenominal) employee commitment, development, and satisfaction because it offers opportunities for precautioner advancement to employees rather than outsiders (Draft and Marcic, 2008). The simple monetary aspect of promoting qualified employees is the most obvious advantage. The costs associated with recruiting and training a new employee whoremonger be signifi dissolvetly higher than filling that position by promoting from at bottom. A newly hired employee must take time to be come acclimated to the corporate surround and learn the daily routines and minutiae that is already second nature to an already employed worker (Sexton, 2007). Sexton went on to mentioned, depending upon the intricacies involved, its not unusual for it take several weeks or even months for a new employee to fully learn and acclimate himself to the company culture and become productive. By contrast, an employee already familiar with the company may be fully productive in a new position within a matter of days. In addition, the company will be better able to determine the psychological state of those already employed than it send packing of workers from outside the company (Sexton, 2007).Although there are some advantages with internal recruiting frequently , however external recruiting is advantageous, applicants are available through a variety of outside sources, including advertising, state employment services, online recruiting services, private employment agencies, job fairs an d employee referrals (Draft and Marcic, 2008).If the vacancies cannot be filled internally whence Barretts Carvery should begin its recruitment process by advertising externally. If no suitable applicants are identified after advertising then the company can opt to re-advertise, or redesign the job and person specification.SELECTION PROCESSOn receipt of applications for the position Barretts Carvery should create shortlist in an attempt to determine which applicants are most suitable to fill the position this commences the selection process. The selection process is the process of determining the skills, abilities, and other attributes a person needs to perform a partingicular job (Daft Marcic, 2008). The next step would be to select desired candidates from the shortlist of recruited applicants, and conduct interviews or assessment tests for the potential candidates. The suitability of the potential candidates can be assessed by various methods such as the use of application form s, interviews, tests, and assessment centers (Daft Marcic, 2008).In identifying suitable candidates, Barretts Carvery can use applications form to obtain information about persons applying for the position. The application form generally includes education, past job experiences, and personalities of the potential candidate. However, when reviewing application forms, Barretts Carvery should pay attention to questions specifically related to the position posted, so as not to create any undesirable outcome, and ensure there are no discriminatory practices. In addition to the information on the application forms, Barretts Carvery can also use the information garnered during the interview process.According to BusinessDictionary (2007-2010), an interview is a somewhat formal discussion between two parties in which information is exchanged. For a business looking to fill an open job position, an employer might interview potential candidates to gain a better understanding of their backgrou nds, qualifications, and skills. Some organizations place study emphasis on the interview process. Google a popular search engine, for example, it could take an applicant anywhere from four to a dozen interviews before they get a shot at working with this company (Tay, 2006). Interviews are considered the most common method used in the selection process. Interviews give the interviewer an opportunity to meet the applicants feel to face and see what the person is like and would be able to assess the applicants personalities (CIPD, revised 2010). It is recommended that Barretts Carvery conduct face-to-face interviews which will allow the company the opportunity to assess the applicants in person.Employment test can also play an important role in Barretts Carverys selection process. Employment tests are designed to assess applicants on particular characteristics like intelligence, skills, and other abilities. These tests can be written or computer-based (Daft Marcic, 2008). Today, a bout 50 percent of all companies ask candidates to answer questions that aim to handbill their success at particular jobs for which they apply, industry experts state. Tests generally fall into three categories cognition and ability tests, which measure an innate capability or intelligence simulations and skill tests, which measure facts that a person knows and personality and other indicator tests, which measure values and the right orientation for a specific job (Joyce, 2006).When creating its short list, Barretts Carvery, should ensure that the applicants selected must match the person specification to avoid costs of hiring the wrong persons. The final stage in Barretts Carverys selection process would be to confirm the offer to the selected applicants, who are then sent to undergo a medical for the purpose of pension, life insurance, or to ensure a certain level of physical fittingness that may be required to carry out the job. The management of Barretts Carvery should then pr epare the contract of employment.1b) what benefits could Barretts Carvery offer the staff in order for them to remain within the organization?RETENTIONRetaining employees is critical in any business. Employee turnover can become problematic especially in areas where skills are relatively scarce, recruitment is costly, or when it takes a long period to fill a vacancy. While employee turnover can be beneficial in some instances by replacing an underperforming employee with a more productive one, it can also have a negative impact such as the lost of productive employees to the competitors. In increasing its staff complement, Barretts Carvery must also ensure that the restaurant retains its current employees which can be accomplished by offering carious employee benefits (CIPD, 2009).EMPLOYEES BENEFITSEmployee benefits are elements of remuneration given in addition to the various forms of cash pay. Employees benefits can also include items that are not strictly remuneration, such as an nual holidays. (Armstrong, 2006). Employee benefits and their objectives may differ from one organization to another, certainly in the case of restaurants where little or no benefits are offered. According to Food Services Warehouse (2009), affiances and salaries vary slimly from restaurant to restaurant, even for the same position. However, restaurant worker wages are different depending on the type of restaurant, the geographical location, and the worker responsibilities Restaurants are one of the businesses cognize to pay less than minimum wage, and the benefits are what the employees depend on which is sometimes minimal (Food Services Warehouse 2009). The most common restaurant employee benefits are said to be tips, meals, and paid time off. Although tips are often considered a benefit of working in a restaurant, many servers and bartenders would most likely consider it part or their income. (Food Services Warehouse 2009)Based on the fact that tips is not paid by the employer but rather by the customers, tips may not be considered a reliable benefits by some employees, especially in none elite restaurant such as Barretts Carvery. As tips are sometimes support by the customers perception of the quality of services received, one recommendation Barretts Carvery can employ to retain employees is making gratuity mandatory. Mandatory gratuity which is then campaign on to the respective employee, may give the employees a sense of security of receiving this benefit. However, gratuity, from personal experiences, can be problematic especially at times when the service rendered is abysmal. In cases were services are found deficient, Barretts Carvery should take corrective measures. Barretts Carvery could also offer the other common benefits including meals and paid time-off (Food Services Warehouse 2009).Another recommendation is to implement an Employee of the Month recognition program. A recognition program would enable employees to feel valued, which has a pos itive effect on staff retention (Jones 2010). KFC has a staff recognition program, and Misty Reich, vice-president HR at KFC UK and Ireland Reich, believes the companys culture of recognition sets it apart from its competitors (Jones 2010). It is not something you can really fabricate, says Reich. It comes off as being very inauthentic if it is not in the DNA of a business, and it is very much in our DNA (Jones 2010). Although monetary factor may appear to be the first choice of employee benefits there are other motivating factors that can drive employee to remain with companies including training, the access to the right tools (Heathfield 2010). Moreover, there are also some crotchety benefits within the restaurant industries which can be used by the management of Barretts Carvery these include Insurance Medical, Dental, Vision, Life, and Disability. Barretts Carvery could offer one or more of these uncommon benefits which may not only help in the retention of employees, but also in gaining a competitive edge (Food Services Warehouse 2009).1c) what honorable and intelligent implications will Barretts Carvery need to be aware of when recruiting new staff?ETHICAL AND LEGAL CONSIDERATIONWhen recruiting new staff, Barretts Carvery must be cognizant of ethical and licit implication that may have an adverse impact on the business. Ethics take many forms, but in its most fundamental nature, ethics can be regarded as a set of principals of which governs the right conduct of a person (Draft and Marcic, 2008). Ethical Consideration should not be taken lightly by an employer or employee. HR specialists are concerned with ethical standards in three ways their conduct as professionals, the values that govern their behaviour and the ethical standards of their firms (Armstrong, 2006).In an effort to prevent unethical conduct when recruiting new staff, Barretts Carvery must ensure that selected candidates have a clear understanding of the companys code of conduct and poli cies, which if not bind to can result in dismissal. For example, employees of one of UK biggest restaurant chains can be dismissed if they do not adhere to the code of conduct, of not to win customers to leave cash tips. According to The Guardian (2009) Employees of Tragus which owns Strada, Caf Rouge, and Bella Italia are forbidden to tell diners that the optional service beam is used to subsidize the national minimum wage paid to waiters. Cash tips go directly to staff, but those paid by card go to the company. The company sent a memo last month to all restaurant managers telling them to crack down on staff who appeared to be encouraging customers to leave cash instead of putting the service charge on their card (Elliot, 2009).Barretts Carvery should be aware of the negative implications unethical behavior can have on the reputation, the employees, and operational success of the restaurant. Unethical behavior can have detrimental effects on organizations in ways including giv ing the company a bad image, causing ineffectiveness, harm sales, and worsen communication which can be costly to retract or repair (National Business Ethics Survey, 2000). Barretts Carvery should ensure that the new and current staff do not indulge in behavior that may be unethical questionable, as this may impact the productivity level of the restaurant. The paper went on to mention that, unethical behavior rock-bottom efficiency, and increases misconduct (National Business Ethics Survey, 2000). In one survey, 71 percent of employees who saw honesty applied rarely or never in their organization had seen misconduct in the past year, compare with 52 percent who saw honesty applied occasionally, and 25 percent who saw it frequently. The figures were similar for respect and go for (National Business Ethics Survey, 2000). Unethical behavior towards employees can hinder productivity, trust, caused demotivation, worsen absenteeism, and even affect the performance of the highly skilled (Michael and Rao, 2005).In addition to ethical implications, Barretts Carvery must also be concerned with ratified consideration when recruiting new staff. One reason why the management of Barretts Carvery should be concerned about the jural implications is to minimize risks of being involved in legal battles. One method to minimize legal risks is to ensure that the recruiting practices conform to the laws that govern the hiring of employees. Barretts Carvery should also take care to ensure that the additional steps in the recruitment process such as job postings, questions asked during the interviews, the checking of references, and job offers, all comply with the legal requirements. Barretts Carvery can also refer to other sources for guidance on ethical and legal implications on hiring new staff. One such source is the Recruiter Guide. According to the A Recruiter Guide job postings or advertisements should not be published which give preference toRaceColourAncestryPlace of ori ginPolitical beliefReligion matrimonial statusFamily statusPhysicalMental disabilitySexSexual orientationAgeAvoiding discrimination during the recruitment process does not only breath clear of legal battles it also allows you to select the best person for the job. Barretts Carvery must ensure that applicants are not selected based on race, sex, age, political beliefs, religious stand or any of the above because people can bring employment tribunal claim if they think they were discriminated during the selection process (Business Link, 2007). In addition to the Recruiter Guide, Barretts Carvery can also use the governing laws to avoid negative ethical and legal implication when recruiting new staff. According to BC Laws, Employment Standard Act, Chapter 13, when hiring an employee the following must be enforced.No False representationsHiring of ChildrenNo charge for hiring or providingNo fees to other personsEmployment and talent places must be licensedFarm confinement contractor must be licensedWritten employment contract required for domesticsRegister of employees working in residencesIt is recommended that Barretts Carvery examine the laws that govern to ensure that it is protected from any adverse legal and ethical implications. Barretts Carvery must also ensure that its employees familiarized themselves with these laws to recognized and prevent unlawful acts that may have ethical and legal implications.CONCLUSIONIn seeking to increase the number of employees, Barretts Carvery should not take its recruitment, selection, and retention processes lightly. The company should ensure that the job descriptions and person specifications are clear as possible this is the foundation for selecting the right person for the job. Ensuring that the person specification is directly related to the job, and not selecting the right person for the job can prevent unneeded costs. In an effort to select the right candidate Barretts Carvery should ensure that the method used, application forms, interviews, tests, etc are tailored to suit the job description this is important, as not doing so can result in hiring the wrong persons. Moreover, Barretts Carvery must steer clear of any unethical behavior that may tarnished the image of the company, and should ensure that the companys recruitment, selection and retention processes addresses all ethical/unethical and legal issues that can arise. The company should ensure that all the laws that govern are adhere to, as doing so in the recruitment process can reduce the chances of misconduct and lawsuits.