Acquiring and Managing Talented Staff for Baltzersens - Case Study Example

Acquiring and Managing Talented Staff for Baltzersen’s Acquiring and Managing Talented Staff for Baltzersen’s Introduction Baltzersen’s is a Nordic styled café in Harrogate that offers exquisite Yorkshire sourced ingredients to deliver a taste of Scandinavian delicacies in a tranquil surrounding. The café wasestablished on the 1st of October 2012 by Paul Rawlinson and his wife and it currently ranks in an impressive ninth position out of more than two hundred places to eat in Harrogate on Trip Advisor. Part of the café’s success comes from the impeccable customer service offered. The café management gives due consideration to the human resource aspect by constantly being on the lookout for stand-out prospects to fill in emerging positions. Baltzersen’s encourages potential recruits to carry out extensive research on companies that they aspire to join. The café also encourages prospects to be persistent in their pursuit of employment and to ensure their applications are memorable. This paper seeks to advise Baltzersen’s on how it can obtain great talent employees and get the best out of them (Baltzersen’s, 2014). Acquiring Great Talent and getting the best out of Employees Sourcing for talented employees is every employer’s dilemma. Where employers seek to identify outstanding prospects from a pool of applicants, logic dictates that there exist more false positive signals than precise decisions. Research conducted suggests that the predicament of identifying and choosing talent is more similar to purchasing lottery tickets rather than a winner’s curse. On most instances, employees fail to stand out. However, for employers to acquire talented employees, they must go through the recruitment process and the risk of disappointment arising from recruiting a subpar employee. To overcome this hurdle, employers are adopting various recruitment models and strategies. These strategies are at identifying talented recruits early in the recruitment process (Groothuis et al. 2009, 3193-3198). Employer Branding One of the strategies adopted by businesses for acquiring talented recruits is employer branding. Employer branding refers to practices implemented by companies worldwide in a bid to appeal to ideally talented prospective recruits. Employer branding assists business to convey to “intended employees” why their workplace is uniquely suited to them. Through this approach the employer can get the attention of good workers, but even more importantly the attention of top talent within the industry. Employer branding revolves around building the company’s reputation before the eyes of the employee pool (CIPD 2007, 15-21). Baltzersen’s can benefit greatly from employer branding. For the café to achieve this, certain measures have to be adopted to ensure that the working conditions at the café are considered to be better than that of other competitors in the industry. Some of the activities that can be adopted include the provision of employee benefits and growth opportunities within the café. Employee perks such as medical cover, insurance plans, retirement benefits, legal assistance and child care programs could help the café land top potential in the employee market. In addition, the availability of career growth opportunities at the café could assist in attracting talented employees. Training of staff and the promise of performance based promotion opportunities could build the reputation of the café such that it attracts the attention of hardworking and innovative workers. Employer branding could be beneficial to the café for many reasons. The emergence of economic superpowers such as China, India and Brazil has prompted a migration of skilled workers to these countries in search of better opportunities. As a result of this, many countries including developed nations have witnessed a shortage in the number of skilled workers and subsequently, an increase in competition for skilled employees. In addition, there has been a clear shift in preference of non-technical degrees over technical degrees by students. Owing to this, companies that are considered to have attractive working conditions and benefits have a better chance of recruiting the most talented workers in any industry (CIPD 2007, 15-21). Employer branding helps to enhance the reputation of businesses or organizations. Logically, professionals and graduates strive to work for reputable firms and businesses. In so doing, they turn to their peers, family members and friends for advice before making such decisions. Through proper advertising and employer branding, the café would receive a positive approval in such a case. Furthermore, consumer, corporate and employer branding is intertwined. Businesses that are considered as favorable employees tend to get similar reviews in terms of goods and service delivery. As a result of this, Baltzersen’s sales will be able to benefit from indirect advertising and increased popularity among customers, as well. From this reputation, the café would obtain greater bargaining power and a better chance of attracting the most skilled workers in the hospitality industry, irrespective of their wage demands. An attractive business can induce within prospective employees the illusion that their growth will be best achieved through themselves. From the perception that the café is the most desirable employer, experienced and talented workers will flock to it for employment (CIPD 2007, 15-21). Employer branding would require Baltzersen’s to develop a proper employer value proposition that would offer to existing and future employees a reason to work efficiently for the café. It would also mean that a communication strategy is through which target employees would be. The propositions must bear the right words and images that would best relay the branding strategy and corporate identity of the café. The implementation of an effective employer branding plan needs adequate preparation and intensive research to ensure that the right image is. This is important because of the huge financial implications associated with the employer branding process (CIPD 2007, 15-21). Internet Recruitment Various studies have been conducted on the comparative assessment of the effectiveness of different recruitment methods so as to establish the most efficient method for different companies. Internet recruiting or e-recruiting is simply the utilization of the web to source for actively hopeful recruits to fill a vacant position within a firm. Considering the rapid increase on internet dependence by businesses, many businesses and organizations are turning to the internet as an employee recruitment platform. Technological development means that many people now have access to the internet. As such, the internet economy is significantly changing the way through which companies are operating in terms of sales, advertising, communicating and recruitment (CIPD 2008, 4-18). The popularity of recruitment over the internet has been gradually on the rise within the global hospitality industry. Both employers and job seekers utilize the internet in several ways during the recruitment process. Employment opportunities and information about these opportunities are abundantly available on the internet. From this source, job seekers can identify a particular company or position and review it to find out his/her suitability to that job (Erickson 2008, 143-160). Internet recruitment can be through job-posting sites or social media. Unlike social media, job-posting sites specialize solely on advertising employment opportunities and job seekers’ profiles. The benefit that these sites have over social media is that they are specifically intended to advertise opportunities and profiles. Therefore, identification of both potential employees and opportunities is easier and more simplified since each advertisement is accordingly. Social media, on the other hand, are favorable platforms due to their popularity by internet users. However, much content is channeled through social media sites and as such, potential employers and employees may fail to see some of the posts available there (CIPD 2008, 4-18). The greatest benefit of e-recruiting that Baltzersen’s could benefit from is its relatively low cost compared to other forms of recruitment. Compared to advertising over other forms of media, recruitment over the internet costs very little. Posting adverts on the internet is free. Considering that the internet provides global coverage, the café would be able to advertise an opening over a much larger market for a considerably lower fee. This will be especially important if the café intends to open up other branches across the country. Furthermore, e-recruiting can significantly shorten the screening process by providing a screening criterion through which applicants can weigh their suitability and opt whether or not they qualify. This would considerably cut down on costs incurred during the screening process. Time used by management or recruiter can instead be for more productive undertakings and revenue generation. Internet recruiting is a convenient means of identifying and selecting talented workers. Where recruiters only operate over certain periods, internet posts are available throughout the day. As such, many already employed workers get the benefit of looking for work without having to leave their workplaces (CIPD 2008, 4-18). Changes that are necessary on online advertisements can easily be as compared to other recruitment methods where the corrections would have to wait to be effected on subsequent adverts. The internet provides a platform through which companies are allowed to place as much detail about the post as is needed. Because of this, employers can give specific qualifications of an opening in vivid detail to ensure that the right applicants try out for the advertised position (Cascio 2006, 16). Similarly, applicant’s resumes can bear as much detail as they feel necessary that best define their capabilities. Through e-recruitment, the café would be able to sift through the resumes posted and identify potential the best suited recruits. Internet recruiting opens up vacant positions to any capable worker. Therefore, it can be said that internet recruitment gives provisions for internal recruitment. Through this, the café would be able to source internally for highly capable employees to fill existing positions. Since the café intends to open up branches across the country, talented employees could be considered for the managerial posts in these premises. This would allow the café retain its prized human assets while at the same time motivate other workers to improve. In addition, the constructive competition arising from this would improve employees’ performance and delivery (CIPD 2008, 4-18). Human Resource Development Effective human resource development revolves around improving employees’ capacities to perform in the workplace by enhancing their strengths and eliminating their weaknesses. There are many methods through which a business can make its employees motivated and well versed in their line of business. These systematic activities form part of Human Resource Development (HRD) (Stewart 2011, 158-285). Baltzersen’s should adopt a strategy that would attract talented workers and at the same time develop the potential of existing employees to maximize their productivity. Human resource development can be carried out through training and development. Training improves the skills, knowledge and attitudes of employees at the workplace with regards to a particular job or task (Maund 2001, 175). Trainings are usually short-term and are intended to open an employee’s awareness on a particular weakness or to improve their relations with other colleagues in the workplace. Employee development also strives to develop an employee’s ability to perform a specific task while at the same tie preparing them for future endeavors and responsibilities. Training can be carried out through orientations, training programs or specific workshops intended at addressing specific issues (Torrington 2011, 79-100). Another path through which HDR can be conducted it through career growth. Career growth refers to the process by which employees advance through a set of changes to achieve their optimal achievement. For this to happen, employees need to possess the necessary knowhow that will allow them to adapt to these changes. Basic schooling is a human right that is necessary for the overall development of any person. It allows people to identify what they like and what they are best suited to do (Gold 2009, 23-76). It is from basic schooling that people decide which career path to follow and provide them with the necessary tools to prepare them down this path. Higher learning is a continuation of basic education, but it is more defined to a particular field. Some employers offer programs through which they invest in their employees by paying for their higher learning. Higher learning further improves the value of employees. It enhances their ability to undertake more responsibilities in the workplace and to obtain better paying jobs within their field of study (Torrington 2011, 79-100). The final form of HDR comes through organizational development. This is where management optimizes the productivity of existing employees through efficient organizational plans and schedules. Under organizational development, an employee’s effectiveness depends on his/her relations with colleagues. Here, an individual’s productivity is only improved through the general team effort (Mullins 2011, 215-260). Their effectiveness as an individual is . Organizational development improves a person’s social and communication skills and creates good team spirit (Fisher 2006, 120-136). In the long-run, organizational development also leads to a better working environment where conflict resolution is easy. Social Psychology shows that thinking patterns vary with people’s experience (Prensky 2001, 2). Therefore, different people contribute differently to an organization’s growth. Through HRD, Baltzersen’s café would be able to improve their employees’ ability to perform and handle clients. This will in turn increase workers’ morale by acting as good incentives for employees to work hard towards the attainment of an organization’s goals. The café needs to nurture an environment where there is a chance for employees to further better themselves. By doing so, Baltzersen’s will give employees adequate motivation to optimize their input towards the development and growth of the business (Vemić 2007, 209-206). HDR provides such an incentive. By practicing HDR, the cafe also promotes a sense of constructive competition among its employees and this contributes positively towards the long-term growth of the cafe and its image Gender Parity Many organizations are giving due attention to gender parity and the involvement of women in their growth and development. Women provide a huge and capable workforce. Many women work in the hospitality industry though not necessarily in the high positions. Gender parity dictates that women be given equal consideration in the recruitment process. Businesses that practice gender parity provide adequate motivation to women within the industry to improve on their performance and overall delivery (Olgiati 2002, 73-84). The café exists in an industry that has many female workers. As such, there are many female graduates and professionals that form part of the job seekers within the industry. To get the best out of women, they must be given equal consideration in the workplace. In addition to this, equality in the workplace improves the working condition by creating a level playing field through which any performing employee is given a fair chance at growth regardless of their gender. Productivity also increases due to the constructive competition that exists due to equality. Practicing gender parity would build on the reputation of the café. As such, the café would form a model example as a business that practices fairness and equality among its employees (Olgiati 2002, 73-84). Conclusion There are many human resource management practices through which Baltzersen’s would be able to utilize in recruitment and retention of talented personnel. The method of choice depends entirely on the café’s policies and needs. Ideally, the methods used should be efficient and should be able to serve multiple purposes all intended to assist in the growth and expansion of the café. Since the café eventually intends to expand across the country, the recruitment process chosen should ease the identification and selection of talented workers at the target location areas. The method chosen should be efficient and cost-effective. As such, the café would be advised to consider internet recruitment due to the relatively low cost incurred and the vast coverage of the internet. Employer branding would enhance the café’s recruitment process by ensuring that the top talent in the industry is attracted to it. To build the capacity of employees, the café should adopt HRD techniques that will increase their productivity. Reference Baltzersen’s (2014) About Baltzersen’s, Available at: http://www.baltzersens.co.uk/about/ (Accessed 7 May 2014) Peter A. Groothuisa, James Richard Hillb, & Timothy Perric (2009) Applied Economics; The dilemma of choosing talent: Michael Jordans are hard to find, 41, Routledge and the Taylor & Francis Group, pp. 3193–3198 Chartered Institute of Personnel and Development (CIPD) (2008). Recruitment, retention and turnover, pp. 4-18. Available at: http://www.cipd.co.uk/NR/rdonlyres/BE3C57BF-91FF-4AD0-9656-FAC27E5398AA/0/recruitmentretentionturnover2008.pdf Prensky Marc (2001) Digital Natives, Digital Immigrants, Part II: Do They Really Think Differently? On the Horizon, NCB University Press, Vol. 9 No. 6, p. 2. Available at:http://www.marcprensky.com/writing/Prensky%20-%20Digital%20Natives,%20Digital%20Immigrants%20-%20Part2.pdf Chartered Institute of Personnel and Development (CIPD) (2007). Employer branding: The latest fad or the future for HR?, pp. 15-21. Available at: http://www.cipd.co.uk/NR/rdonlyres/56C8377F-256B-4556-8650-8408B0E07576/0/empbrandlatfad.pdf. Erickson, Tamara J., (2008), Plugged in: The Generation Y Guide to Thriving at Work, Harvard Business School Publishing, 60 Harvard Way, Boston, Massachusetts, pp.143-160 Stewart Greg L. & Kenneth G. Brown (2011) Human Resource Management: Linking Strategy to Practice, John Wiley & Sons, Inc., 2nd Ed., 111 River Street, Hoboken, USA. Pp. 158-285 Gold Jeff, Julie Beardwell, Rick Holden, Paul Iles &Jim Stewart (2009) Human Resource Development: Theory and Practice. Palgrave Macmillan Publishers, 1st Ed., Basingstoke. pp. 23-76 Torrington Derek, Laura Hall, Stephen Taylor & Carol Atkinson (2011) Human Resource Management, with Companion Website Digital Access Code, Financial Times/ Prentice Hall, 8th Ed., pp. 79-100 Mullins Laurie J. (2011) Essentials of Organisational Behaviour, Financial Times/ Prentice Hall, 3rd Ed.,New York, pp. 215-260 Maund, Linda (2001) An Introduction to Human Resource Management: theory and practice, Palgrave, Basingstoke, Hampshire. p. 175 Fisher, Dalmar (2006) Communication in Organizations, Jaico Publishing House, 2nd Ed., Mumbai, India. Pp. 120-136 Cascio Wayne F. (2006) The Industrial-Organizational Psychologist: The New Human Capital Equation, Volume 44 Number 2, p. 16. Available at: http://www.siop.org/tip/Oct06/Sheridan%20PDFs/442_015to022.pdf Olgiati Etta & Gillian Shapiro (2002) Promoting gender equality in the workplace, European Foundation for the Improvement of Living and Working Conditions, Loughlinstown, Dublin 18. Pp. 73-84. Available At: http://www.eurofound.europa.eu/pubdocs/2001/61/en/1/ef0161en.pdf Vemić Jelena (2007) Employee Training and Development and the Learning Organization, Economics and Organization Vol. 4, No 2, 2007, pp. 209 – 216. Available At: http://facta.junis.ni.ac.rs/eao/eao200702/eao200702-13.pdf Reflective Statement I have participated in group discussions and class presentations in which my contribution centered on working with my group mates to give a presentation on Managing and developing people; a human resource related module. My group mates and I were able to take our classmates through PowerPoint presentations in class through the use of a projector. The first presentation I gave detailed grievance and conflict resolution in the workplace. The topics that I was able to touch on under this presentation included the effects of role conflict, the skills of a manager, the model of frustration and the necessary procedures and investigations when it comes to conflict resolution. Under the topic on Grievances, I gave recommendations on how to ensure that an effective and manageable investigation procedure is followed. Our second presentation was about skills and retention. In this presentation, I made use of YouTube videos to demonstrate the key factors about talent in the workplace. I also gave recommendations on how to make employees content around the workplace as part of an effective retention strategy and highlighted the role of management in identifying skilled workers and retaining them. In closing our group’s presentation, I took my classmates through the contrast of soft skills and hard skills as are applicable in the workplace. The class attendance during presentations, lectures and group discussions was tremendous and consistent. All lecture and presentations were efficiently conducted within the stipulated timescale. My group mates and I were able to cover all our topics in the time given to us having covered all the topics and discussions. Each of our group mates was given a topic to research on for the presentation. My topic was the role of management in grievance and conflict resolution. In addition, I was tasked with facilitating the presentations in class. Apart from the material provided by the lecturer, I was able to make reference to Torrington;s Human Resource Management and CIDP Factsheets on Disciplinary and Grievance. Through this module, I was able to note that I possess all the managerial skills of a successful manager. I also participated fully in my group role by contributing to the presentation content and handling the actual presentation. We were able to conduct many discussions with other students and the tutor as well. From the feedback sheet, I learnt a lot about coordinated group-work and other roles of HRM in conflict and grievance resolution. Read More