Fundamentals of Human Resources - Assignment Example

Fundamental s of Human Resources Student’s Name Institutional Affiliation Fundamental s of Human Resources The following paper aims at interviewing and selecting new staff for the Intercontinental Hotel in Sydney following the scheduled international art exhibition. This part focuses on selecting staff as well as planning and organizing induction programs. Task 3: Select Staff The first task in terms of selecting the staff is through development of interview questions. The interview questions will be based and matched on the identified and approved selection criteria included in the job description. In this case, the interview questions to be asked include: Kindly introduce yourself briefly? Why did you leave your previous job? Why do you want to join the current job? Tells us about your technical abilities including ability to work under pressure, communication, and language? We are expecting international guests in the near future, what can you offer that will impress our guests? Lastly, what do you believe is the most important for success in hospitality including, guest interaction, creating an accommodating environment, cleanliness, or responsiveness, as well as food knowledge? (amWaitress, 2014) The second step in selecting the staff is conducting an interview. While conducting an interview, it is always significant to keep an appointment. This means that planning and resources are important to ensure an effective and efficient interview. In this case, the interview resulted in one candidate being selected to take up job opportunity at the establishment. The candidate selected is a male wait staff with about five years’ experience in a five star hotel. The candidate proved to have excellent communication skills with a good command in English both written and orally. In the interview, his responses were well developed with great coherence and confidence. The candidate had a strong belief in guest interaction as well as responsiveness as the main elements of success for a restaurant. Again, the client meets the standard educational and training requirements as identified in the jobs requirements. With his additionally training, the candidate is most suited for this position given that he can change roles fill a future vacant position. The candidate also illustrates excellent skills in terms of working under pressure and guest involvement and engagement (Arthur, 2012). The ability to gauge the candidate’s abilities and skills has been reinforced by his recommendations and follow up on his referees. Moreover, the candidate was able to impress all interviewers through increased innovative approaches to service and hospitality management. Again, based on the rating scales used, the candidate was able to illustrate a set of skills and abilities that are suitable for the current position. The scales were able to recognize leadership qualities, cognitive skills, and emotional learning (Golec, & Kahya, 2007). Throughout the interview, the candidate presented himself as a self-drive and motivated candidate who was ready to work with an esteemed establishment. Additionally, the candidate was comfortable with the working environment and conditions allowing increased benefits for smooth management of human resource even after guests reduce at the end of the exhibition. Overall, the candidate has proved significant skills and abilities that fit and go to exceed the job requirements. The recommendation for the selected candidate would be discussed with the Restaurant supervisor and manager. Both leaders are important in offering their opinions as well as review the recommendation. Each of the leaders will be helpful in identifying hidden weaknesses or strengths that require improvement time to monitor, thus achieving the effective and suitable candidate for the job (WFC: Resources, 2006). Additionally, the manager and supervisor will also be acquainted with the basic information, education, and experience of the selected candidate. Rather than going through the name of the candidate, it is important to discuss general qualifications as well as interview results for the manager and supervisor to have an idea of their new employee. Even after the end of the interview, it is important to counter-check or confirm the reference on a candidates resume. The main aim of checking for references is ensuring that a candidate is honest and can be trusted. Through reference, it is easy to select the honest and legitimate candidates based on hard evidence (CVTips, 2014). Again, a reference check ensures that the restaurant will not face future lawsuits or compliance issues. Lastly, based on the globalized nature of the world, it is possible that people tend to migrate and change their identities as well as conceal their characters. This means that the restraint requires counter-checking the reference and not relying on the basic information offered by the candidate (CVTips, 2014). Additionally, checking references will offer new insights into the character, nature, as well as skills of the candidate from different opinions of which may be from leaders or experienced professionals in the hospitality business. Moreover, checking references allows for reduction in recruitment resources as well as wastage in value where the candidate proves incompetent in future. Appointment Letter Dear Si/Madam, We are pleased to offer you an appointment in the position of a Wait Staff. This position is based on numerous terms and conditions that will be explained in the following letter. The first condition focuses on the basic salary, which is set at AU$ 14 per hour. Despite the basic salary, you are entitled to medical allowance, transport allowance, as well as hazard allowances. You are also entitled to $100 pension allowance on a monthly basis. Again, you will be required to take up probation on not more than two weeks. The probation is time required by the new employee to learn about their roles and duties. After the probation, you will be personally evaluated and a decision will be made whether to extend the probation or not. It should be noted that as a candidate you have the right to terminate the appointment at your won will. In matters of duties and responsibilities, you are required to handle the waiting staff roles. You will be working to meet, greet, and serve guests at the restaurant. You will be expected to know and understand the menu effectively. Keeping the customer satisfied in matters of service and responsiveness. The standard working hours are 12 hours with paid overtime, but the supervisor and manager reserve the right to adjust working hours based on daily demands or needs. Lastly, you are expected to read and sign the company policy and regulations, which will bind you to work in accordance with the restaurants values and practices. If you find these terms satisfactory, please illustrate your acceptance within the next one week from the date signed in this letter by signifying a duplicate of this letter and forwarding it to the human resource department. Signature: Date: Task 4: Induction Plan an Organize Induction Programs Inductions are an important aspect of recruiting or hiring new employees. It ensures that newly hired candidates can have an effective transition into their new jobs. In this case, the new employees will be given a tour of the restaurant where they will be introduced to current co-workers. The new employee will also get to meet their supervisor who will take them through the company culture, mission statement, objectives, and the employee handbook (Reyling, 2012). Employee will then receive a review or their goals and expectation in terms of duties and roles. This will be followed by offering training and shadowing on the basic element of the job. After the training, the new employee will be assigned a mentor who will offer guidance for the probation period. Lastly, the employee will be given the opportunity to ask questions and take time to ease in with other co-workers. Orientation Plan Time for Meeting Who to Meet What to discuss Location 8 a.m. Human resource manager Formalities, paper work and signing of contract. Human resource office. 9 a.m. Supervisor Tour of the restaurant while meeting with co-workers and discussing the company values and mission. The restaurant reception area. 10 a.m. Supervisor Discuss duties and responsibilities as well as expectations. Board room 11 a.m. Supervisor Training and shadowing in terms of responsibilities and duties. Board Room 12 a.m. Mentor Introduction to a mentor who is a co-worker. Dining lounge 12:30 a.m. to 2 p.m. Mentor Organize for Lunch and have an informal talk. Dining lounge 2 p.m. to 4 p.m. Supervisor Training and evaluation Board room. References Arthur, D. (2012). Recruiting, interviewing, selecting & orienting new employees. AMACOM Div American Mgmt Assn. CVTips, (2014). Advantages and disadvantages of a background check? Retrieved from http://www.cvtips.com/interview/advantages-and-disadvantages-of-a-background-check.html Golec, A., & Kahya, E. (2007). A fuzzy model for competency-based employee evaluation and selection. Computers & Industrial Engineering, 52(1), 143-161. IamWaitress, (2014). Twenty High Impact interview Questions. Retrieved from http://iamwaitress.com/20-high-impact-interview-questions-2/ Reyling, J. (2012). Everything You Need to Know About New Employee Orientation. [S.l.]: BrainMass Inc. WFC: Resources, (2006). Reducing Turnover. Retrieved from http://www.wfcresources.com/reports/Reducing%20turnover.pdf Read More