Staffing Organizations - Assignment Example

?Running Head: STAFFING ORGANIZaTIONS- PART 2 Staffing Organizations-Part 2 Teacher’s ID A. Recruitment Plan & Strategy 1. Mission & Vision Our mission is to provide a place to our customers where they can enjoy normal things in life like a hot cup of coffee, with luxury and comfort. In three years, we wish to have an intended network of coffee shops known for quality service, comfortable ambience and innovative approach. 2. Staffing Requirement The recruitment plan will begin with total headcount of required resources. For the coffee shop, total workforce would constitute of supervisor & cashier, two chefs for canapes (one senior & one junior) and three waiters (one senior and two juniors). These staffing requirements are for first year of establishment and are expected to increase by one head in cooking and service area. For cleaner, a service of local cleaner present in the market place will be used on contractual basis and it will not be a permanent position. All the applicants are expected to be at least high school graduates. For senior positions, requirement for prior experience is four years experience whereas for junior positions, its one year. Dedication, hard work, leadership qualities will be assessed in senior candidates along with proficiency in their respective fields. Candidates for junior positions are expected to be well trained, well mannered and energetic with willingness to put in extra hours in early days. Same requirements will remain consistent in coming three years. All the applicants are expected to be innovative as this cafe will be a learning organization, becoming better with time and experience and also with the help of management’s and employees’ innovative approach (Compton, Nankervis & Morrissey, 2009). 3. Timeline The recruitment drive will begin on 5th December with a posted ad, for this recruitment, advertisement will be posted in local periodicals, social media websites, online job boards and brochures posted in the neighborhood. Interviews will be walk-in for a week and then final decisions will be made by the owner. Firstly, senior positions will be filled and selected head chef and senior waiter will be made part of further recruitment of junior positions (Compton, Nankervis & Morrissey, 2009). Given below is the timeline breakup: a. Advertisement- 5th December, 2013 b. Applications Scrutiny- 10th December, 2013 c. Senior Positions: Interviews, Short listing and References Checks- 15th December, 2013 d. Senior Positions: Interviews, Short listing and References Checks- 20th December, 2013 e. Final Decisions, Offer Letters & Confirmation by 25th December, 2013 B. Communication Message Love Coffee? Love People? If your answer is yes we would like you to join our coffee shop. Our values are similar to that of a family, providing exceptional coffee products and light eatables with the love you only get in your home. We are looking for Chiefs and Waiters with at least one to four years of relevant experience at a coffee shop, restaurant or a hotel. We provide competitive hourly pay with a work environment you’d love. C. Communication Medium The selected communication medium for these positions will be mainly web-based. Main source of applications receiving will be online job boards and they also assist in further screening and contacting candidates as well. Emails and other web-based form of communication will be performed for further information sharing regarding interviews and making job offers. The reason for selecting this medium is convenience provided by it. It is fairly less costly. Job posting is also free on many websites (with no extra perks) and yet manages to gather sufficient applicants’ pool. In addition to that, information sharing on web takes place at an exponential rate through social media which practically incurs no cost and helps in acquiring quality referrals as well (Compton, Nankervis & Morrissey, 2009). After communication of job availability, next important phase is communication regarding interview process and final decisions. Almost everyone is somehow connected to web through their hand-held (cell phones, IPads etc) and easy-to-carry devices (laptops, MacBooks etc). Hence, emailing offers a quick and cheap form of communication which further assists in quick decision making. In addition to that, it also assists in major phases of recruitment like background checks and setting up appointment for trials. Using this medium also helps in analyzing responsiveness and finesses in writing and analytical skills of the candidate without adding additional steps to recruitment process. Using mediums like print media and telephonic conversations incurs higher costs and also provides access to a limited demographic segment since newspapers are now used by a very limited demographic segment. Also, we are trying to access young applicants as we find applicants with a reasonable experience, energetic and innovative approach and reasonable expectations in terms of remuneration. Therefore, web-based medium is more suitable for communication. D. Stages of Selection Process-Advantages & Disadvantages 1. Applications receiving: applications will be received from various sources and will be reviewed to check if they meet our criteria in terms of education, minimum experience and salary range. 2. Short listing: Resumes received will be assessed by the supervisors and candidates will be shortlisted for further assessment process. They will be contacted for interviews through emails with a time frame of 24 hours for answer and will be asked to bring necessary academic documents and reference details with them. 3. Interviews: Interviews for senior positions will be conducted by supervisor in which compliance to recruitment criteria and other personality traits with will be assessed. These senior candidates i.e. head chef and senior waiter, will also be involved in further interviews once they have confirmed their joining. 4. Trials: Senior candidates will be asked to give a demo of their culinary, kitchen management and restaurant management skills. Mock customers will be already present at the restaurant and candidates would be required to function in their professional capacity. Same criteria will be followed for junior candidates however requirements will be relatively simple. 5. Reference Checks: Three days timeline will be kept for checking references of the selected candidates. References will be received through emails and telephonic communications. 6. Final decisions: once the candidates meet criteria of being a job-fit and an organization fit, final offers will be placed to them through web-based medium and a time line of 48 hours will be given for final answers. 7. Applicants’ Confirmation: Once confirmed, candidates will be invited over to the restaurant and will be given hard copies of joining letters containing their remuneration details and job description. The basic advantage of using this strategy is that it allows management to assess candidates’ skills as well as their personality. Since it is a start-up business, we need candidates who already have prior experience and are willing to provide their best efforts. This process provides an opportunity to assess if candidates will be able to adhere to organizational philosophy and culture while checking their professional proficiency. However, it is relatively lengthy, time and resource consuming as compared to recruitment taking place at other coffee shops. However, it is better to invest more time in the beginning instead of interrupting business by replacing staff once the business has been commenced. E. Initial & Substantive Assessment Tools 1) Compliance with basic criteria: this tool with assist in short listing candidates. It is important to ensure that all the incumbents meet our staffing requirement in terms of education and experience so that only quality candidates reach next phases of recruitment and selection. Resumes and cover letters assist in making this assessment (Roberts, 2007; Cooper, Robertson & Tinline, 2003). 2) Interviews: Interviews not only provide a medium to assess candidates’ personality and their competence but also allows management to share their mission and vision with the incumbents and assess what are candidates’ views about them. Dialogues about prospective organizational culture and environment assists management to find candidates who shares same philosophy as theirs or makes positive additions to existing vision (Compton, Nankervis & Morrissey, 2009; Roberts, 2007). 3) Trials: this tool is of immense importance as basic strength of coffee shops is ambience, food quality and quick delivery. Examining candidates in these areas provide a real-time view of how a candidate functions in work settings. This stage will help in assessing major traits like kitchen management, serving skills and handling, quality of food and coffee, impact on customers and effects on costs in terms of wastage and scrap management. All these elements play a vital role in success of a coffee shop. 4) References Checks: where some candidates are competent and have present themselves a potential talent bearing desired traits in the interviews, prior history of professional conducts, compliance to work ethics and criminal history are the areas which require employers’ attention as they not only affect business management but also its reputation (Compton, Nankervis & Morrissey, 2009; Roberts, 2007). Therefore, references checks will also management to assess candidates in the light of holistic information available about them. F. Use of Predictors to Assess KSAOs a) For Waiters: Senior & Junior Knowledge: Submission of academic records and experience with proofs (Experience Letter). Skills: Passing trials of serving capabilities, menu presentation, greeting styles and floor management. Excellent and friendly communication skills, pleasant personality, team player and multitasking are important skills for this position. Abilities: Experience letters and interview outputs for abilities to multi-task, provide impeccable customer service, problem resolving, good oral communication and coordinate well with the kitchen team. The incumbent must possess the ability to work under pressure and on a crowded floor. Others: Energetic and innovative approach reflected in interviews when asked about changes that can be made in the business model and what is their idea of an ideal coffee shop (Compton, Nankervis & Morrissey, 2009; Cooper, Robertson & Tinline, 2003). b) For Kitchen Staff: Knowledge: Submission of academic records, experience records and other credentials Skills: Passing trials for cooking and setting up kitchen. The chief would be required to present the demonstration of required food like sandwiches, burgers and quick cakes / pastries. The incumbent should be team player, leadership quality, kitchen management, innovative approach, menu management and attention to hygiene and cleanliness. Abilities: Experience letters and trial outputs showing ability to providing quality food with impressive presentation while minimizing cost and wastage, ability to multitask, work in rush hours and not affecting restaurant’s ambience, coordinate well with waiters, keeping tracks of orders Others: Ability to lead, be an effective team player, add value to the service, make positive amendments in service References Compton, R.L., Nankervis, A.R., & Morrissey, B. (2009). Effective Recruitment and Selection Practices. CCH Australia Ltd. Cooper, D., Robertson, I.T., & Tinline, G. (2003). Recruitment and Selection: A Framework for Success. Cengage Learning EMEA. Roberts, G. (2004). Recruitment and Selection: A Competency Approach. London: CIPD Publishing. Read More