A report on recruitment and selection process for the recruiting Essay Example

employees meet the human resources needs of the organization.

According to Draft and Marcic (2008), recruiting is now often referred to as talent acquisition in order to emphasize the importance of the human element in an organization's success. For Barrett's Carvery, it is crucial to clearly understand the type of individuals needed for the job, which can be achieved by creating a job description and person specification. The job description consists of gathering and interpreting information about the essential responsibilities, tasks, and duties of the job that needs to be performed. Having a person specification or job specification is vital for any organization as it enables the company to find the perfect "person-to-job-fit" (Scribd, 2010).

The text advocates for the importance of aligning the skills, abilities, and knowledge stated in the individual specification with the job requirements. Failure to do so can result in unfulfilled expectations and dissatisfaction for both employers and employees (Scribd, 2010). Additionally, the text suggests utilizing the subsequent job and individual descriptions for Server and Kitchen Assistant roles at Barrett's Carvery to assist in the recruitment and selection process.

Job Specification For Server

• Job Title: Waiter
• Department: Dining
• Reports TO: Dining Section Manager
• Aim: Our objective is to consistently exhibit professionalism and politeness, delivering excellent service to our customers with the intention of gaining a competitive advantage and ensuring complete customer satisfaction.Waiters are responsible for being the first point of contact with customers, greeting them in a professional and courteous manner. Their goal is to make Barrett's Carvery the preferred restaurant choice (Food and Beverage Underground 2007-2008).

  Basic maps include serving guests rapidly and professionally, having excellent knowledge of the menu, and maintaining sections while keeping tables clean.

  Essential maps

involve working without supervision, polishing all silverware and glassware used for service, warmly welcoming guests and seating them at their assigned table, introducing the drink and food menu in a friendly and enthusiastic manner. Other essential tasks include accurately taking orders, following safety regulations, calculating bills correctly, clearing tables during shifts, resetting them as needed (Food and Beverage Underground 2007-2008).

Additionally, waiters may be assigned other responsibilities by their manager (Food and Beverage Underground 2007-2008).

Person Specification For Server:
Dining Department: Waiter
•Cognition High School Diploma Basic Math Skills Work experiences in a Restaurant Must maintain a valid Food Hygiene certification Skills Speak fluent English Language Ability to communicate effectively Must be able to follow directions Capable of working in teams Must be able to work calmly in crisis situationsMust possess problem-solving abilities Non-essential requirementsAbility to speak fluent SpanishServer certification or trainingServer Job DescriptionThe waiter will be responsible for taking customer orders, organizing them, and keeping track of the progress of the order. ( Food and Beverage Underground 2007-2008 ) As part of your role in the working environment, it is your responsibility to ensure that your area is kept clean and organized. To maintain cleanliness, make sure silverware and glasses are always spotless. Regularly change table fabrics and dust chairs. When clearing utensils, promptly replace any needed ones after cleaning a plate. Be proactive by pre-setting utensils before guests require them. Strive to be visible and easily accessible to guests so they can get your attention when necessary.Lastly, continuously assess your area for any pending tasks that need completion.

In the document "Food and Beverage Underground 2007-2008," it is emphasized the importance of familiarizing oneself with the menu and

specials in order to effectively sell the products. It is also stated that after organizing and calculating the bill, it should be taken to the duty manager for review and approval. Additionally, according to the job description and individual specification at Barrett's Carvery, an internal assessment should be conducted to determine if their needs can be met by existing staff through retraining or renovation. If these needs can be fulfilled internally, the company should advertise the positions internally. "Internal recruiting has advantages such as being less costly than external search and promoting employee commitment, development, and satisfaction by offering career advancement opportunities to current employees rather than seeking outsiders." (Draft and Marcic, 2008)

The monetary benefit of promoting qualified employees is the most obvious advantage. The expenses related to recruiting and training a new employee can be much higher compared to promoting existing staff members. When a newly hired employee joins, they require time to become accustomed to the corporate atmosphere and grasp the daily routines and details that are already familiar to current employees (Sexton, 2007). Sexton also noted that depending on the level of intricacy, it is not uncommon for a new employee to take several weeks or even months before fully understanding and adjusting to the company culture in order to contribute effectively.

On one hand, familiar employees can quickly become productive in a new position, usually within a few days. Additionally, the company can assess the psychological state of current employees compared to external candidates (Sexton, 2007). On the other hand, external recruiting provides access to a wide range of applicants through various sources such as advertising, state employment services, online recruiting services,

private employment agencies, job fairs, and employee referrals (Draft and Marcic, 2008). If internal recruitment does not fill vacancies at Barrett's Carvery, they should start the external recruitment process by advertising. If no suitable applicants are found after advertising, the company can choose to re-advertise or modify job and person specifications.

Selection Process

After receiving applications for the position at Barrett's Carvery, they should create a shortlist to determine which candidates are most suitable for the job. This marks the beginning of the selection process.

"The selection process involves identifying the skills, abilities, and other attributes needed for a specific job" (Daft & Marcic, 2008). The next step is to select desired candidates from the group of recruited applicants and conduct interviews or assessment tests. The suitability of potential candidates can be evaluated through various methods such as application forms, interviews, tests, and assessment centers (Daft & Marcic, 2008). To identify suitable candidates, Barrett's Carvery can use application forms to gather information about individuals applying for the position. The application forms typically include education, past job experiences, and the personalities of potential candidates. However, when reviewing application forms, Barrett's Carvery should focus on questions specifically related to the posted position to avoid any undesired outcomes and ensure there are no discriminatory practices.

In addition to the information on the application forms, Barrett's Carvery can also utilize the data gathered 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 may interview potential candidates to gain a better understanding of their backgrounds, qualifications, and skills."

Some organizations give great importance to the interview process. Take Google, for example, it could require an applicant anywhere from four to twelve interviews before they have a chance at working with this company (Tay, 2006). Interviews are considered the most common method used in the selection process.

Interviews provide the opportunity for the interviewer to meet the applicants in person and assess their personalities (CIPD, revised 2010). It is recommended that Barrett's Carvery conduct face-to-face interviews in order for the company to evaluate the applicants on an individual level. Additionally, employment trials can play a significant role in Barrett's Carvery's selection process. These trials are designed to assess applicants' intelligence, skills, and other abilities and can be either written or computer-based (Daft & Marcic, 2008). According to industry experts, approximately 50 percent of companies now require candidates to answer questions aimed at measuring their success in specific job roles (CIPD, revised 2010).

Joyce (2006) categorizes trials into three types: knowledge and ability trials, simulations and skill trials, and personality and other index trials. These trials are used to measure innate capabilities or intelligence, assess a person's knowledge, and evaluate values and suitability for a specific job. When creating its shortlist, Barrett's Carvery should ensure that selected candidates meet the required specifications to avoid the cost of hiring the wrong individuals. The final step in Barrett's Carvery's selection process is confirming the job offer for selected candidates who will then undergo a medical examination for pension, life insurance or to ensure they meet necessary physical fitness requirements. After this step, Barrett's Carvery management can prepare the employment contract.

Retention

Retaining employees is crucial for any business as employee turnover

can become problematic. This becomes especially true in areas where skills are scarce relative to recruitment costs or time taken to fill vacancies.

Employee turnover can have both positive and negative effects. One advantage is the opportunity to replace underperforming employees with more productive ones. However, a negative consequence is losing productive employees to rival companies.

In order to increase its staff and retain current employees, Barrett's Carvery must offer various employee benefits (CIPD, 2009).

Employees Benefits

"Employee benefits are additional elements of compensation provided in addition to cash wages. These benefits can include items that are not strictly considered as wages, such as annual vacations" (Armstrong, 2006). Different organizations may have different specific benefits and objectives, especially in the case of restaurants where minimal or no benefits are offered.

Food Services Warehouse (2009) states that the rewards and wages for restaurant workers can vary slightly depending on the type of restaurant, location, and job duties. It is common for restaurants to pay less than minimum wage, with benefits being dependent on the employee's role and sometimes minimal. Restaurant employees typically receive benefits such as tips, meals, and paid time off. However, many waiters and bartenders view tips as part of their income rather than a true benefit because they are not paid by the employer but by customers. This is particularly true in non-elite restaurants like Barrett's Carvery. To retain employees, Barrett's Carvery could consider making gratuity mandatory since it often reflects the perceived quality of service.

The employees may feel secure having the mandatory tip as a benefit. However, based on personal experiences, tip can be a debatable topic, especially when the service provided is terrible. In cases where

the service is lacking, Barrett's Carvery should take disciplinary action. Additionally, Barrett's Carvery could offer other common benefits such as meals and paid time-off (Food Services Warehouse 2009).

Another recommendation is to implement an Employee of the Month acknowledgment plan. This plan would make employees feel valued, resulting in a positive effect on staff retention (Jones 2010). KFC has a staff acknowledgment plan, and Misty Reich, vice-president HR at KFC UK and Ireland Reich, believes that the company's culture of acknowledgment differentiates it from its competitors (Jones 2010). "It is not something you can truly manufacture," 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 factors may seem to be the most important employee benefits, there are other motivating factors that can encourage employees to stay with companies, including training and access to the right tools (Heathfield 2010).

Furthermore, Barrett's Carvery can utilize some uncommon benefits in the restaurant industry to gain a competitive edge and maintain employees' satisfaction. These benefits include Insurance Medical, Dental, Vision, Life, and Disability (Food Services Warehouse 2009). However, when recruiting new staff, it is crucial for Barrett's Carvery to consider the ethical and legal implications. Ethical considerations involve following a set of principles that dictate the right behavior of individuals, and they should not be overlooked by both the employer and employee (Draft and Marcic, 2008).

HR specialists are concerned with ethical standards in three ways: their professional behavior, the values that govern their behavior, and the ethical standards of their companies (Armstrong, 2006). To prevent unethical behavior during the

hiring process, Barrett's Carvery must ensure that selected candidates understand the company's code of conduct and policies. Failure to comply with these standards can result in dismissal. For instance, employees at one of the UK's largest restaurant chains can be terminated for not adhering to the code of conduct, specifically for discouraging customers from leaving cash tips (The Guardian, 2009). Tragus, the owner of Strada, Cafe Rouge, and Bella Italia, informs diners that the discretionary service charge is used to supplement the national minimum wage for servers. Cash tips are given directly to staff members, but tips paid by card are collected by the company.

The company recently sent a memo to all eating house directors instructing them to monitor staff who encourage customers to pay with cash instead of putting the service charge on their card (Elliot, 2009). Barrett's Carvery should be aware of the negative consequences that unethical behavior can have on the restaurant's reputation, employees, and overall success. Unethical behavior can harm organizations by creating a negative image, reducing effectiveness, impacting sales, and hindering communication, all of which can be costly to repair or address (National Business Ethics Survey, 2000). Barrett's Carvery should ensure that both new and current staff avoid engaging in any questionable behaviors that may be considered unethical, as these actions could negatively impact the restaurant's productivity level.

The paper stated that unethical behavior leads to decreased efficiency and increased misconduct (National Business Ethics Survey, 2000). In a study, it was found that 71% of employees who rarely or never witnessed honesty in their organization had observed misconduct in the past year, compared to 52% who saw honesty occasionally and 25%

who observed it frequently. Similar patterns were seen for respect and trust (National Business Ethics Survey, 2000). Unethical behavior towards employees can hinder productivity, trust, motivation, increase absenteeism, and negatively impact the performance of highly skilled individuals (Michael and Rao, 2005).

Barrett's Carvery must consider both ethical and legal considerations when hiring new staff. In addition to minimizing ethical risks, it is important for the management to be concerned about legal implications to avoid getting involved in legal conflicts. To minimize legal risks, one approach is to ensure that the recruitment practices adhere to the laws governing employee hiring. Barrett's Carvery should also ensure that the additional steps in the hiring process, such as job postings, interview questions, reference checks, and job offers, all comply with legal requirements. In seeking guidance on ethical and legal implications of hiring new staff, Barrett's Carvery can consult other sources such as the Recruiter Guide.

According to the "A Recruiter Guide" job posters or advertisements should not be published that show preference for race, color, lineage, place of origin, political belief, religion, marital status, family status, physical or mental disability, sex, sexual orientation, or age. Avoiding discrimination during the recruitment process not only helps avoid legal conflicts but also allows for the selection of the best person for the job. Barrett's Carvery must ensure that applicants are not selected based on discriminatory factors as this can lead to employment tribunal claims. In addition to following the Recruiter Guide, Barrett's Carvery should also adhere to BC Laws, specifically the Employment Standards Act, Chapter 13, which outlines the following requirements when hiring an employee.

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• No False representations

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• Hiring
  

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Barrett's Carvery should thoroughly examine the laws governing their operations, ensuring protection against any negative legal and ethical consequences. Additionally, it is crucial for Barrett's Carvery employees to familiarize themselves with these laws to prevent any improper acts that may lead to ethical and legal ramifications.

Decision

In order to increase the number of employees, Barrett's Carvery should not underestimate its recruitment, selection, and retention processes. It is crucial for the company to ensure that job descriptions and person specifications are as clear as possible, as this lays the groundwork for selecting the right person for the job. Failing to choose the right person can lead to unnecessary costs. To select the appropriate candidate, Barrett's Carvery should tailor its methods such as application forms, interviews, and tests to align with the job description. Neglecting to do so may result in hiring the wrong people.

Additionally, Barrett's Carvery needs to avoid engaging in any unethical actions that could tarnish the company's reputation. It is important for the company to ensure that its hiring, selection, and retention processes address all ethical, unethical, and legal issues that may arise. The company must also ensure compliance with all applicable laws, as doing so during the hiring process can help reduce the likelihood of misconduct and legal issues.