1、Agenda,Article Reviews Court Cases from EEOC Chapter 2: Recruiting and Selecting the Best Employees Next Week,Recruiting and Selecting the Best Employees,Hospitality Human Resources Management and Supervision,2,OH 2-2,Chapter Learning Objectives,Describe the four tasks in the position analysis proce
2、ss. Explain the uses of job descriptions and how they should be developed. Explain how the Americans with Disabilities Act (ADA) affects the information in a job description. Recognize differences between exempt and nonexempt positions under the Fair Labor Standards Act. Recognize the need to update
3、 job descriptions.,Chapter Learning Objectives continued,Identify information needed to forecast staffing needs. Identify common sources of potential employees. Review basic employee recruitment procedures. List and explain the tools that can help screen job applicants to determine which should rece
4、ive job offers. Review details about job offers made to candidates who meet job requirements. Describe how to evaluate recruiting efforts.,Job Descriptions in the Employment Cycle,Position Analysis,Four Basic Steps in the position analysis process: Develop a task list Decide how to break down each t
5、ask into small activities Determine performance standards Develop a job description that includes the jobs most important tasks.,Position Analysis: Describing Job Tasks,Recruiting and selecting the best qualified candidate begins long before the position is announced. Determining the tasks that must
6、 be performed, how and by what position is the first step.,Position Analysis: Describing Job Tasks continued,Employees can help with job analysis tasks.,Position Analysis: Describing Job Tasks continued,Dont forget about the environmental conditions Chapter 2 resourcesCook -Physical Job Analysis.doc
7、Beyond your work environment, check industry resourcesThe Occupational Information Network offers a website with job titles and tasks and the knowledge, skills and abilities needed for various jobs. http:/www.onetonline.org/,Position Analysis: Task Breakdown,A task breakdown is the second part of a
8、position analysis. It tells exactly how each task in the task list should be done.An example can be found on page 33 of the text book.MCC | Instructions and Form Owner Why is this level of detail required? Who uses this information?,Position Analysis: Performance Standards,Developing performance sta
9、ndards is the third part of the position analysis. Specify the required quality and quantity outputs that define the correct way to perform a task. Should be challenging but attainable Must be measurable.,Job Description vs. Performance Standard,Example of duty as a job description and as a performa
10、nce standard,Position Analysis: Job Description,The fourth step is developing a job description A job description indicates the tasks a person must be able to perform along with other important information. Tells job applicants what they would be doing if they worked the position.,Functions of Job D
11、escriptions,For recruiting and screening For hiring and orientation For employee development and training For performance programs and evaluations For salary administration,Functions of Job Descriptions continued,Safety and security Union relations Legal proceedings,Classes and Grades,A couple of ex
12、amples: Chapter 2 resourcesDepartment Positions + Pay Scales.xls Chapter 2 resourcesSodexo Salary Structure.pdf,Levels of Authority,Top Management,Middle Management,Supervisory Management,Employees,Organizational Charts,Outline hierarchy of the organization Flow of authority & communication Unbroken
13、 line between all levels of the organization Relationships between positionsEach position should have only one supervisor Impact & interaction of positions across the organization,Organization (cont),Similar activities should be grouped together to structure departments or functional areas within an
14、 organization Organizational charts/business structure, must change continually to reflect the constant change in business,Sample Organizational Chart,Susies Bakery,Food and Nutrition Org Chart.pdf,Nebraska Health System Organizational Chart,Culinary, Hospitality and Horticulture Org.,Culinary Arts
15、Org Chart.pdf http:/ Job Descriptions,Job descriptions should be free of discriminatory language. Information should be specific enough to indicate job tasks. Job descriptions should not be so detailed that the job is defined in rigid terms.,Components of Job Description (page 36-37in the text),Job
16、identification information (title) Position supervisor Job summary Job responsibilities Job specifications/competencies Job Setting Publication,Job Specifications,Detail the qualifications a person should have to do the job Examples Education Experience Emotional and physical skills,Good Job Descrip
17、tions,Do not include information about policies and operating procedures. Provide only that information needed to clearly define the job. Chapter 2 resourcesBMC Cook 1.DOC Chapter 2 resourcesSecretary Job Description 2010.doc Chapter 2 resourcesJob Description Template.doc,How Would You Answer the F
18、ollowing Questions?,Information about specific tasks of a position is found in a _. Personal qualities required for success in a position are identified in a _. Job descriptions are only useful during the hiring process. (True/False) Before a job description is developed, a _ must be conducted.,Job
19、Descriptions Recognize ADA Concerns,The Americans with Disabilities Act (ADA) prohibits discrimination against people with disabilities in employment. Job descriptions must identify essential functions (key duties) employees in a position must be able to do.,Job Descriptions Recognize ADA Concerns,T
20、he Americans with Disabilities Act (ADA) requires an employer with 15 or more employees to provide reasonable accommodation for individuals with disabilities, unless it would cause undue hardship. A reasonable accommodation is any change in the work environment or in the way a job is performed that
21、enables a person with a disability to enjoy equal employment opportunities. http:/www.eeoc.gov/facts/performance-conduct.html,More About Job Descriptions and ADA,Employers do not need to accommodate a person if doing so will impose an undue hardship on the business. Clear job descriptions should add
22、ress issues about whether persons can be accommodated for a position.,Exempt and Nonexempt Positions,Minimum wage and overtime pay is not required for exempt (salaried) positions. Minimum wage and overtime pay is required for nonexempt (hourly) positions.,Traits of Exempt Positions,Traits of Nonexem
23、pt Positions,Job Descriptions Change Over Time,Responsibilities may change as operations or employees grow or change. Job descriptions may change because of regulations. Equipment, menu items, and operating procedures may affect job responsibilities. Union contracts may change.,How Would You Answer
24、the Following Questions?,A change in a job that enables a person with a disability to perform the job is called a _. The employer (does/does not) need to accommodate an employee if doing so would cause an undue hardship. Persons in _ positions do not need to be paid overtime. Job descriptions (do/do
25、 not) evolve over time.,Next Step in the HR Process,Recruiting,Employment Cycle,The Recruiting Process,Determining what vacancies exist based on staffing levels Establishing necessary skills and backgrounds for new staff Clarifying what prospective employees will receive Identifying sources of poten
26、tial employees Communicating information about vacancies,Employment Cycle,Information Needed to Forecast Staffing Needs,Levels of service/ concept Last years sales and staffing patterns History of turnover Current and seasonal staffing schedules Staffing patterns, guidelines, and formulas for simila
27、r establishments Local labor market realities,Source of Labor Data,http:/neworks.nebraska.gov/analyzer/default.asp,What Do We Need? What Can We Offer?,Use current and accurate job descriptions to identify required duties/responsibilities in needed positions. Wages and benefits must be competitive. N
28、oneconomic factors are also important. Chapter 3 resourcesBenefits-ataglance_Frontline_20101.pdf,Personnel Requisition,Used to identify to the organization that you need to hire and can also initiate recruitment efforts http:/www.mccneb.edu/formsbank/instructions.asp?idnum=103 Chapter 3 resourcesReq
29、uest_for_Position_Posting_Bellevue_Exec_Chef.doc,Sources of Potential Employees,Internal sources Existing employees Persons whom existing employees know External sources Persons not currently associated with the operation,Recruiting from Internal Sources,Currently-employed staff members can identify
30、 potential applicants if they are aware of vacancies. Chapter 3 resourcesFood_and_Nutrition_Flyer.pub,Promotion from Within,Promoting current employees into open positions Advantages include Rewards employees for good performance. Motivates others to improve their performance. Encourages all staff t
31、o consider long-term employment.,Here is the first half of the chapter support materials. Will send second half under separate email.,Next Week,Read Chapters 3, and be prepared to discuss Article Review on topic from Chapter 2- typed Follow format in syllabus Your opinion: agree or disagree, Reflect
32、ion/Application to “real world” Project - typed Job description Develop a job description for a chosen position within your business. It should include components listed on pages 36 - 38 of the text; example job description on page 37. Organizational Chart & Reporting Relationships Prepare an Organi
33、zational Chart for your business including the position chosen for the job description.,Lets find help for a Job Description,Examples on: http:/resource.mccneb.edu/ICA Example on: www.mccneb.edu/formsbank Info on: www.onetcodeconnector.org,Lets find help for an Organizational Chart,Power Point Word
34、Insert Smart Art,Agenda Week 3,Article Reviews External Recruiting Screening Orienting (?) Next Week Homework,External Sources of Potential Employees,The range and number of sources depends on the operations location. Recruiting tactics must target the best possible applicants regardless of race, ge
35、nder, national origin, age, religion, or other nonessential traits.,External Recruiting Methods,Networking Sponsoring school, community, and professional programs Marketing to professional and community organizations,Advertising in Traditional Media,Traditional media include radio, television, newsp
36、apers, magazines, and other publications. Print and broadcast advertisements can be expensive. Other possible disadvantages Need to include all information in a short ad Assuring that the ad is printed or read accurately,Advertising Through Other Media,Signs and postings in and around the operation
37、Announcements on public bulletin boards Information on Web sites,Three Additional External Recruitment Methods,Recruiting competitors employees Participating in career development events Holding open houses and hosting tours,How Would You Answer the Following Questions?,Ideally, _ is an important fi
38、rst step in the recruiting process. “What you can offer perspective employees” extends beyond just wages and benefits. (True/False) When employees refer other people to position vacancies, this is an example of _ recruiting. Advertising through untraditional media is (more/less) expensive than adver
39、tising through traditional media.,Building and Maintaining Relationships with External Sources,Relationships with schools Relationships with government agencies Relationships with organizations,Communicating Job Openings,Orally Employee meetings, Advertisements on radio or television Advantage: very
40、 personal, tone you intend is achieved Disadvantage: not everyone has the opportunity to get the information at the same time, sometimes difficult to capture everything about the position Written Postings internally or externally, Advertisements in print Advantage: can make sure you capture everythi
41、ng Disadvantage: tone not always achieved, sometimes difficult or expensive to capture everything about the position,Job Advertisements,It is difficult but important to provide all necessary information in a short “help wanted” ad.,Elements of Job Postings/Advertisements,Job or position title Desire
42、d qualifications or skills Company name Benefits,Elements of Job Postings/Advertisements continued,Work location Ways to respond Equal employment opportunity (EEO) statement,Avoiding Discriminatory Language,Avoid gender-specific titles and other language. Avoid references to groups of people that im
43、ply traits not relating to bona fide occupational qualifications or essential functions. Focus on the skills, knowledge, and abilities needed for the job.,Identifying and Eliminating Discriminatory Language,Discriminary Language.pdf Review each of these ads and identify if “ok” or if needs revision
44、Discuss revision,Recruiting Reflects Character of the Operation,Match the tone and style of information provided to the tone and style of the organization. A consistent image involves using the logo, colors, and other indicators that people associate with your operation.,Now you know that a lot of p
45、lanning, creativity, and effort are needed to find the very best people for each position.,Evaluating Recruiting Methods,Evaluation identifies those recruiting activities that are most useful for specific vacancies. Cost-benefit evaluation compares total direct and indirect recruiting costs against
46、the number of applicants produced.,How Would You Answer the Following Questions?,The most productive external sources of potential employees are _ organizations. A job opening can be communicated _ or in _. Equal Employment Opportunity statements are not needed because EEO requirements are mandated
47、by law. (True/False) Advertising for a “server” is better than advertising for a “waiter.” (True/False),Key Term Review,Blind adsadvertisements that omit a companys name and other identifying information Cost-benefit relationshipcomparison of the total direct and indirect recruiting costs against th
48、e number (and sometimes quality) of applicants produced Employee referral programsmethod of internal recruiting in which existing staff members are provided a bonus or reward for referring candidates who are employed by the business,External sourcespotential employees who are recruited from outside
49、of the organization Forecastprediction based upon historical information and estimates of future operating information Internal sourcesgroups of potential employees who come from within the operation,Key Term Review continued,Intranetinternal computer network Job postingsnotices about job vacancies Longevitylength of employment within the organization Networkingpractice of building and maintaining on-going communication with individuals whom you can help and who can help you,
