Chapter 3: Recruitment and selection procedures

Question 1

How do the supervisors work in the human resource department to recruit new employees

Answer 1

Most supervisors work in the line departments
- which provides service or products directly to gets:
• front office
• good & beverage

Staff departments
- Provide services or products to line departments
• Human Resources
• Accounting

Job Description
- A written summary of duties, responsibilities, working conditions and activities of a specific job

Job Specification
- A selection tool that lists the critical knowledge, skills, abilities and experience that employees need to perform a specific job adequately

Question 2

how can supervisors make open jobs easier to fill

Answer 2

1. Flex time
   - allowing employees to vary their times of arrival and departure
2. Job Sharing
   - allowing two or more part time employees to assume responsibilities of one full time job
3. Compressed Schedule
   - allowing employees to work the equivalent of a standard workweek in less than the usual five days

Question 3

Internal Recruitment

Answer 3

Advantages
• Improves employee morale and motivation
• Opportunity to reward good employees w/ new job responsibilities
• Current employees have opportunities to develop new & existing skills
• costs of internal recruitment is lower then external

Disadvantages
• Promotes “inbreeding”
• Can cause morale problems among those employees who where skipped over for promotion
• can have political overtones
• filing a gab in one department through internal recruitment may create an even more critical gap in another department

Steps to implement procedures for internal recruitment:
• Develop a career ladder
Lateral transfers- from one departments to another at the same level of responsibilities

• Inventory employees’ skills

• Staff must be given the opportunity to use their skills and develop them
• Training

• Cross train employees

• do more than one job in your department
• substitute for others when you are short handed
• train current as well as new employees
• use continuous employee development programs

• Post job openings

• Reduces the property’s turnover
• Makes the information available to everyone
• Higher level management to inform the supervisors

Question 4

External Recruitment

Answer 4

Advantages

• External recruiting brings new people with new ideas into the company
• recruits from the line outside can often provide news about how and what competitors are doing
• external recruits can provide a fresh look
• external recruiting sometimes avoids many of the political problems associated with internal recruiting
• external recruiting serves as a form to f advertising for the property and reminds the public of your products and services

Disadvantage

• it’s more difficult to find a person who is a good for with the property’s culture and management
• internal morale can develop if current employees feel that they have no opportunity to move up in the organisation
• it takes longer to orient external recruits than it does internal recruits
• external recruiting can lower productivity over the short run

Question 5

explain how supervisors can make open positions easier to fill

Answer 5

1. Flex Time
   - this let’s employees vary their times of arrival & departure
   - Each shift usually has a period time
   e. g One employee might start at 07:00 am and leave at 03:30 pm and another begin at 10:00 am and finish at 06:30 am
2. Compressed Schedule
   - This allows employees to work the number of hours in a standard workweek in less than the usual five days
   e. g full time employee might work fourteen hour days unlike flex time schedules, compressed work schedules do not change
3. job Sharing
   - allowing two or more part time employees assume the responsibilities of one full time job
   - the job sharers can each be responsible for all duties of the job
4. Telecommunications
   - alternatives that allow employees to work from their homes with the help of the internet, email and/or telephone

Question 6

Describe what supervisors should do before, during and after the application interviews

Answer 6

1. Preparing for the interview
   - Before you interview each candidate take the time to make sure that you are thoroughly prepared
   - Take time to review the employment application before meeting with the applicant
   e. g did the applicant follow the instructions
2. Beginning of the interview
   - Give each applicant the truthful impression of the position and property
   - greet the applicant promptly and put him or her at ease
   - Screen applicant forms
   - State the purpose of the interview and indicate how long it it’s likely to last
3. Conducting the interview
   - Use a conversational tone and speak to the
   applicant without talking down to him or her
   - ask the applicants job expectations
   - Carefully note the applicant appearance, mannerism, alertness, personal grooming standard self-confidence and how well he or she communicate verbally and nonverbally
   - listen carefully to the manner in which the application respond to questions
4. Closing the interview
   - allow applicant to ask questions about the property or to further explain applicable skills and experiences
   - Talk about the goals of the property and your department. Explain the job and describe what you expect of the employee and why

Question 7

questioning techniques

Answer 7

Open ended questions
- broad questions that ask for answers more then a few words

Closed questions
- questions that call for briefs responses, usually yes or no answers

• Avoid topics producing information that’s by law should not enter into employment decisions, e.g Birthplace, age, race, religion etc

Question 8

explain how Supervisors can contribute to human resource planning

Answer 8

1. Short range term planning
   - Maintain a file of prescreened applications of applicants that can form a basis for recruitment efforts as openings occur
   - from this file, develop a call-back list of talented applications who are interested in positions
   - keep a list of former employees who might be willing to help on a temporary basis
2. Long Range Term Planning
   - as the organisations human resource needs evolve, top level managers should assist the number of types of positions required and also review recruiting, selecting, training and evaluating activities
   - Long range planning considers peak business times and periods of high turnover. with such information plans can be made to hire additional staff members

Supervisors role
- Supervisors can use basic procedures to undertake human resource planning within their own department
- it’s important that the supervisor understands the departments long and short term range goals and the strategies develop to attend them
-

Question 9

Following up

Answer 9

• After your interview promising candidates, try to learn more about them.
• Analyse the information they include on the applications and mentioned during the interview
• check their references
• Either potential follow-up tests include: pre-employment tests, medical examinations, bonding and follow-up interviews

Question 10

Selection decision

Answer 10

• when deciding who
  to hire consider, input from all concerned parties
• provide enough time to interview several applicants
• To lessen the chance of employees resigning shortly after the start, ensure applicants in new employees form accurate impressions of their jobs and the organisation