MIE 436: Strategic Staffing | Spring ‘13
Comprehensive Consulting Co.
Sports Café
Helping You Complete the Puzzle
Prepared for:
Rommie Amra and the Amra
Brothers
By:
Comprehensive Consulting
Kyle Alkire
Aaron Bason
Valerie Correale
Megan Goodfellow
Tianna Spears
Sean Tan
…Because it’s all about the perfect fit
1
Table of Contents
1.
About Comprehensive Consulting ........................................................................................................ 4
1.1 Why choose Comprehensive Consulting?........................................................................................... 4
1.2 Who are we? .................................................................................................................................... 4-5
2.
About Tobacco Roads Sports Café ........................................................................................................ 6
2.1 Tobacco Road’s Current Problems ...................................................................................................... 7
3. Overview of Marketing Ideas .................................................................................................................... 8
3.1 Justification of Market Sources ...................................................................................................... 9-10
3.2 Proposed Recruiting Plan and Creative Strategies (Including Proposed Advertising Approaches and
Samples) to Recruit from Identified Markets: ................................................................................... 11-14
4. Budget ................................................................................................................................................ 16-19
5.
Job Descriptions .................................................................................................................................. 21
5.1 Why are they important? .................................................................................................................. 21
5.2 How will they be utilized and useful in terms of bringing Tobacco Road success? ........................ 21
5.2.1 Sample of Job Description for Non-Exempt Position (Waiter/Waitress) Page 1 of 2 ................ 22
Page 2 of 2 .......................................................................................................................................... 23
5.2.2 Sample of Exempt Position (Manager) Page 1 of 2.................................................................... 24
Page 2 of 2........................................................................................................................................... 25
6.
Application Forms ............................................................................................................................... 26
6.1 Purpose of Application Forms ........................................................................................................... 26
6.2 Advantages of Application Forms ..................................................................................................... 26
6.3 Disadvantages of Application forms ................................................................................................. 26
7.
Dissecting an Interview ....................................................................................................................... 27
7.1 Why is it important? ......................................................................................................................... 27
7.2 What are the different types of interview questions? ..................................................................... 27
7.3 How will structured interviewing benefit Tobacco Road Sports Cafe? ............................................ 27
7.3.1 Behaviourally Based Interview Questions for Non-Exempt Position (Waiter/Waitress)........... 29
7.3.2 Behaviourally Based Interview Questions for Exempt Position (Manager) ............................... 30
7.4 Evaluating the Applicant ................................................................................................................... 31
7.4.1 Applicant Evaluation Matrix Sample for Exempt Position ......................................................... 32
2
7.4.2 Weighted Candidate Assessment Matrix Sample for Non-Exempt Position
(Waiter/Waitress) ............................................................................................................................. 33
7.4.3 Applicant Evaluation Matrix Sample for Non-Exempt Position ................................................. 34
7.4.4 Weighted Candidate Assessment Matrix Sample for Exempt Position (Manager) ............. 35
8. Moving Forward- Human Resource Information System (HRIS) ........................................................... 36
8.1 Simplified HRIS System ..................................................................................................................... 36
8.2 HRIS ................................................................................................................................................... 36
Comprehensive Consulting Co. Testimonials .............................................................................................. 37
References .................................................................................................................................................. 38
Appendix ..................................................................................................................................................... 39
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1. About Comprehensive Consulting
Comprehensive Consulting Co is a global leader in Human Resource Management (HRM). It is a
consulting firm that partners with leaders to provide trusted HR advice, products, and services. In our
partnerships, we make a positive impact on their businesses by strategically aligning their current
business practices and policies to their overall business vision and mission. We do so by analyzing each
business client’s industry, learning more about the culture from the leadership of the company and their
current position in terms of achieving their vision, and understanding their overall business strategy
before advising on a customised set of advice, products, and services. In summary, Comprehensive
Consulting Co works to find the correct amount of realignment so that businesses can continue on
achieving their business mission.
1.1 Why choose Comprehensive Consulting?
Clients chose Comprehensive Consulting because they wish for comprehensive advice, products and
services to get their businesses back on track toward achieving their business vision. We provide more
than just business solutions for the specific situation – we suggest ideas which will adapt to the business
environment of our clients and their overall industry climate.
1.2 Who are we?
While we are globally based in 6 different continents, we remain functional as a working unit, creating
adaptive business solutions for our clients. Our 6 regional heads are:
Sean Tan
Aaron Bason
Project Manager
Financial Planner & Budget
Analyst
North Carolina State
University ‘14
North Carolina State
University ‘13
BS in Psychology and Human
Resources
BS in Business Administration
(c) 917 870 5661
Concentration in Finance
(e) sytan@ncsu.edu
(c) 336-708-0349
(e) acbason@ncsu.edu
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Valerie Correale
Kyle Alkire
Director of Recruiting
Director of Job Design
North Carolina State
University ‘14
North Carolina State
University ‘13
BS in Business Administration
BS in Business Administration
Double concentration in
Marketing and Human
Resources
Concentration in Human
Resources Management
(c) 919-279-1776
Minor in Spanish
(e) kcalkire@ncsu.edu
(c) 919-521-3300
(e) vccorrea@ncsu.edu
Tianna Spears
Megan Goodfellow
Communications Officer
Market Strategy Analyst
North Carolina State
University ‘14
North Carolina State
University ‘13
BS in Business Administration
BS in Business Administration
Concentration in Human
Resources Management
Concentration in Human
Resources &
Entrepreneurship
(c)919-480-3209
Minor in Spanish
(e)megoodfe@ncsu.edu
(c) 919- 724-6485
(e) tsspears@ncsu.edu
5
2. About Tobacco Roads Sports Café
Tobacco Road is a sports-themed restaurant with locations in Chapel Hill, Durham, and Raleigh, North
Carolina. All three environments are great for sports fans to gather for watching games of the several
popular and local sports leagues such as basketball, baseball, football, and soccer. Tobacco Road was
first envisioned by the three Amra brothers: Brian, Alex, and Rommie, all of whom are owners. They
decided to take a look at the market and then established their business plan which eventually
expanded to separate locations. The first Tobacco Road Sports Cafe opened in Raleigh in February 2008.
Shortly after, in April 2010, they opened the second in Durham, which overlooks the Durham Bulls
Baseball Stadium. The most recent expansion opened in Chapel Hill in December 2012.
The company stands out with its creative designs for the restaurant which serves as a place to eat great
food and watch local games. On the company website, Tobacco Road describes its mission and goals.
The goals are to provide fresh, delicious food, exceptional service, and infinite sports. This is a great
place to choose from a full menu that includes appetizers, soups, salads, sandwiches, burgers, entrees,
sides, a kid’s menu, dessert, beverages, and gluten-free choices for any health-conscience customers.
Tobacco Road also has an additional menu for catering options and offers booking for private parties.
The differentiating factor that separates the restaurants from other sports bars is that it is a family
owned and operated company. The three Amra brothers work together in all three of the locations in
Chapel Hill, Durham, and Raleigh to make sure the restaurants are performing at their capacity and that
the internal functions flow correctly. The management team at Tobacco Road consists of members that
work at the restaurant in part-time positions as servers, hostesses, and bartenders. When speaking with
Rommie, an N.C. State graduate, he explained that if you work for the company, you are treated as
family. He mentioned several opportunities to move up within the company if you are loyal and
passionate to the Tobacco Road restaurant and the management team. This branding of the company is
quite unique and different from most who do not care as much about their employees – something
Tobacco Road really takes pride in.
Image 1: The Amra Brothers, (from back, left)
Brian, Rommie and Alex.
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2.1 Tobacco Road’s Current Problems
While Tobacco Road has already seen much success, this has not come without a few roadblocks that
are still inhibiting the company from reaching its full potential. Prior to the interview with Mr. Rommie
Amra, we performed some research on items like customer experience and satisfaction in terms of the
service they receive, which is directly related to the business model of the company. We found that,
based on 121 customer reviews, Tobacco Road Sports Cafe was rated, on average, 3.5 out of 5. While
Tobacco Road customers seemed to have no problem with the food or ambiance of any of the three
locations, they considered the service to be sub-par, which certainly presents a lasting and impacting
problem.
With all of the above in mind, we structured our interview with Rommie to include specific questions
related to their customer service issue, which is actually a result of not just finding servers, but finding
the right servers. Rommie had already been very much aware of this problem, and explained during the
interview that he feels his servers lack the ability to provide quality service mostly because of the
background from which they come. To elaborate, Rommie mentioned that Duke students (located
around their Durham restaurant, which suffers from the described problem) are qualified, but not
monetarily motivated. Therefore, they either do not deliver their full potential on the job, or do not
even bother to apply to work at a restaurant in the first place. The same goes for their Chapel Hill
location, where the applicants so far have been neither qualified nor motivated. This has led to high
turnover and new hires that are taken simply to make sure positions are filled – two issues that greatly
contribute to a lack of customer satisfaction and that are also major issues on their own. Tobacco Road
not only struggles to find trustworthy and loyal servers who will perform well, but also those that are
motivated to even work there in the first place.
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3. Overview of Marketing Ideas
The market sources will be the same for both the position of the manager and server because managers
are hired internally through first being a server, then bartender, then promoted to manager.
Market Sources
Newspapers
Online Job Boards
School Job Boards
Unemployment Offices
Referrals
Job Fairs
School Career Fairs
Community Job Fairs
Website
Social Media
Twitter
Facebook
LinkedIn
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3.1 Justification of Market Sources
1. Newspapers are often used as a recruiting tool, especially for local businesses. A company can
advertise job openings in the local newspaper, where the reach is narrow, focusing on a certain
geographical reach. The News and Observer is a newspaper that circulates in Raleigh, Cary,
Durham and Chapel Hill and has a reader base of 121,484 (M-F) and 181,635 (Sunday). Posting
an ad in the newspaper that lets the reader base know about the company can increase the
company brand. An attractive ad can highlight the best aspects of the company, while subtly
working as a recruitment tool.
2. There are numerous online job boards available to use as a recruitment tool. The top five job
boards for 2013 are Monster, with a reach of 28,000,000 monthly users; Careerbuilder.com,
with a reach of 26,400,000 monthly users; Indeed.com, with a reach of 17,000,000 monthly
users; Simply Hired, with a reach of 9,000,000 monthly users; and Glassdoor.com, with a reach
of 6,900,000 monthly users. Online job boards are simple to use, and can be started with a
simple copy of a job description. Companies may tailor their descriptions as they wish, and save
them as templates for future use. Positions can be opened to a certain exclusive geographical
market, or further if desired. A company with a posted job has access to candidate’s profiles in a
general database to search for potential applicants.
A University Job Board is a special type of job board with a narrow focus. Only current or
previous students of the University are able to see and access the jobs posted on this job
board. The job could be even further restricted to a certain major to ensure specific
selection criteria are achieved. The applicant pool at local colleges in the vicinity of the
restaurants consists of the following:
• Duke 6071 undergrad students, 7117 graduate students
• UNC 17143 undergrad students, 8213 graduate students
• NC State 7710 graduate students, 23479 undergraduate students
3. Posting open positions with the city unemployment office provides access to a large pool of
potential applicants. A job description is posted in the unemployment office, published on the
website, and available for all unemployed persons to access. The unemployment offices can aid
the company in screening candidates and provide substantial background information on
employees. The reach can be narrowed to include online applicants in the leisure and hospitality
industry or all industries overall. Currently the unemployment rate in Raleigh-Cary is 5.3% for
the leisure and hospitality industry and 8% for all industries, and in Durham-Chapel Hill is 3.1%
for the leisure and hospitality industry and 7.7% for all industries.
4. A referred candidate has substantial advantages in terms of cost per hire and engagement of
hire. Referrals gain knowledge of the company and the position from current employees.
Potential candidates know what to expect from the company and the position. They are able to
ask questions before applying as to whether the environment fits their needs. Two-thirds of all
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companies offer a bonus for referring candidates, which increases the desire for employees to
select referrals that will be most compatible with the company to ensure they are chosen for the
position. Employee referrals also help to retain employees because they have a bond with fellow
workers, and a sense of unity.
5. Job fairs are attractive to employers because they allow for a large candidate pool that comes to
a centralized location at a specified time. Potential applicants are drawn to job fairs, which are
usually hosted by a school, community, or city and thus promoted by the host. The employer
signs up for the event and then sets up a booth there. The booth displays information about the
company, advertises job openings, and is run by someone that does hiring for the company. The
hiring person has the opportunity to collect resumes, meet with and speak to potential
employees including answering questions they may have, and often can be the setting for an
initial interview.
A school career fair is a specific type of job fair where employers can target students with a
certain career major and/or from certain schools.
6. Posting open positions on the company website is the most cost effective way to recruit if you
have an established company website up and running. Having a link to open positions or
displaying open positions on your home page will attract interest of website viewers. Whether
viewers are looking for a position or not, it is a great opportunity to make them aware of what
the company has to offer. The fact that the positions are listed on the company’s webpage will
be able to give potential applicants more information about the company as they search
through the company website.
7. Social Media is emerging as a tool that more companies are relying on in the hiring process.
Social media can provide hiring managers with a vast array of information about a potential
candidate. Social media allows a company to build out its brand for potential candidates to see.
In addition to company presence on Social Media sites, the world of networking opens up the ability for
your current employees and recruiting team members to share these job opportunities with people in
their network. Some social media sites allow for potential candidates to post previous work experience
and education-related material, which can be open to the general public. Social media is also highly
useful in determining how potential candidates portray themselves outside the workplace. According to
the Jobvite Social Recruiting Survey, 2/3 of Companies now recruit via Facebook; over half use Twitter
and almost all use LinkedIn; 43 % of companies felt that the quality of applicants has improved thanks to
social media; 20 % say it takes less time to hire when using social recruiting; 88% of all job seekers have
at least one social networking profile; 64% have two profiles and 44% have three; 75% of the American
workforce is comprised of job seekers; and 69% of employed Americans are actively seeking or feel open
to a new job. Social media can also be a great tool to target new sources of labor, such as people not in
the workforce or currently seeking a job, stay-at-home parents returning to the workforce, and persons
wishing to switch industries altogether but that do not know where to start.
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3.2 Proposed Recruiting Plan and Creative Strategies (Including Proposed
Advertising Approaches and Samples) to Recruit from Identified Markets:
Step 1.
Brand the Company:
Make public and well known:
-What makes this company a great place to work at
-Communicate company’s culture, goals, policies, and expectations
Step 2.
Determine How to Choose and Increase Wages:
-Incorporate a Training Program that Helps Employees Make More Money
+Squatting at the table, introducing oneself by name, smiling at customers, touching customers,
displaying credit card insignia on tip trays, writing “thank you” on receipts, and auto-grating
parties help a server to make more money. Teach employees these things.
-Research or survey employees to determine which benefits are most attractive and desirable
-Provide incentives for employees
+This can be done by hosting a sales competition where the winner receives a monetary
award.
+This can also be done by providing scholarships for longevity of employment
-Develop and maintain a performance plan with merit increases
Step 3.
Advertise Open Positions:
1. The following advertisement will be displayed in the News and Observer newspaper to market the
company and help with attracting candidates.
2. Accounts will be created and maintained with the five largest online job boards: Monster,
Careerbuilder.com, Indeed.com, Simply Hired, and Glassdoor.com. The job descriptions on pages 2124 will be used on these job boards. The open positions will be posted in the geographical market of
Raleigh, Cary, Durham, and Chapel Hill. Furthermore, they will be posted using the job descriptions
on pages 21-24 to the school job boards at Duke University, NC State University, and University of
North Carolina Chapel Hill.
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3. The job description on pages 21-24 will be posted on the bulletin boards at the unemployment offices
in the following cities: Raleigh, Cary, Durham, and Chapel Hill. Furthermore, there will be
coordination with the unemployment office to search for candidates that match the desired skills,
knowledge, and abilities of the desired employee.
4. An employee referral program will be created and implemented using the following criteria, as shown
below
12
5. Recruiting will take place through job fairs by attending three school career fairs and two community
job fairs each year. The schools and the cities that these job fairs will be conducted at are Duke
University, University of North Carolina Chapel Hill, and NC State University, in the cities of Durham,
Chapel Hill, and Raleigh, respectively, plus Cary.
6. The company website will be updated to include a link off of the main page titled “Employment
Opportunities.” The page the link will take a viewer to will include the job descriptions on pages 2124. The page will display information about benefits as well. Testimonials from current employees
will also be quoted on the page.
7. A company page will be created on LinkedIn, Facebook, and Twitter. The page will display
information about the company, helping to brand the company, and information about open
positions. The general public will be allowed to follow and share the company’s webpage. The job
descriptions on pages 21-24 will be used on the social media websites. The pages will be regularly
13
updated with pictures and events about the company.
Step 4.
Application Submission:
Use one standard formatted application form across all sourcing avenues to allow for validity and
reliability amongst all candidates. Furthermore, in using one application form, the evaluating each
applicant will be reliable and valid as well. Our suggested application can be in the appexdix.
Procedure: Walk-in applicants will be asked to fill out this form. Online applicants will fill out this form
on the website.
Step 5.
Prescreening /Employment Tests:
Use these tests to gain information about employees before scheduling a time to meet with them for an
interview. The questions are relevant to the success of the position and it is a good tool to see if a
potential employee is a good match before interviewing.
Procedure: Walk-in applicants will fill out these forms at the same time they fill out the application.
Online applicants will fill out these forms online along with their application.
Step 6.
Interview:
An interview will be conducted after reviewing the application and prescreening tests. Walk-in
applicants can have an interview following their filling out of the forms, and online applicants will be
called and scheduled for an interview.
Procedure: Two current employees will be present for the interview. Each employee will record notes
from the interview. The interview will be conducted using the same set of questions given to each
applicant. Our suggested questions can be found on pages 28-29.
Step 7.
Evaluation Matrix:
Rate the employees using an evaluation matrix.
Procedure: Use the evaluation matrices on pages 31-34 to compare candidates to one another and
against the required knowledge skills and abilities needed to perform the responsibilities of the position.
Step 8.
Reference and Background Checking:
Conduct a reference and background check on each applicant. Use the same set of standard questions
for each applicant. Be sure to have each employee sign a release for these items to be checked.
Remember: look not just for things that will rule out a candidate, but also for things that will help you
make trade-offs among candidates, or will help ensure that the person you pick will be positioned to
succeed within the organization. Certainly, the reference check can reveal information that causes you
to eliminate someone as a candidate. It is often found that the candidate has exaggerated information
about employment history or education on his or her resume, or has a history of failing to collaborate
14
effectively with coworkers.
Always get the applicant’s permission to check references before doing so. Be sure to match questions
with those that you asked of the candidate to ensure you get a valid and reliable sense of the applicant.
As a general guideline, do not ask references “yes or no” questions. The point of talking to them is to get
to know if the candidate is a good fit, and this will be done best in a more casual, conversational manner
that encourages the reference to open up as much as he or she is willing.
Step 9.
Extend the Offer:
Extend a written offer to candidates after first extending one verbally. Ensure that there is written proof
of acceptance from each employee and that they meet any suggested deadlines you provide for either
accepting or declining.
15
4. Budget
The budget for a human resources hiring case must take into account many more things than just the
costs of hiring an outside employee. The three constraints associated with hiring are cost, time, and
business implications, also known as opportunity costs. In the budget that Comprehensive Consulting
has constructed for Tobacco Road Sports Cafe has been divided into four different categories to allow
for itemization and realization of over- and under-expensed items in the process. The four categories are
recruitment, selection, orientation and training, and other non-monetary costs, each discussed in detail
in the following text.
The recruitment defines all activities that involve attracting a candidate to a company – in this case
Tobacco Road. Marketing materials such as brochures, recruitment ads, flyers, cards, television,
Internet, and radio make up the largest portion of the recruitment costs because of the extreme
expense to advertise on television and radio. That being said, we advise that Tobacco Road not use
television in its recruitment strategy at all. While it may be necessary for marketing to customers, it is
not necessary for marketing to potential employees.
External and internal sources will be the best route in recruiting for Tobacco Road because of the
competencies needed to fulfill the open positions. External sources such as job or college career fairs as
well as search firms will provide the most qualified and motivated employees, which Rommie has
already begun to figure out. Posting flyers and ads in university newspapers are highly efficient ways of
communicating a job opening to nearby college students. It costs roughly five dollars per day to post in a
newspaper, and flyers equate to about 15 cents apiece. It has been made evident that this particular
niche in the market yields the best and most tenured employees in the organization, so this type of
advertisement would certainly have a high return on investment.
Internal sources, such as referrals, are much cheaper – and sometimes better – options for any
organization. As described above in our market sources, the only cost Tobacco Road should incur for
them involves the offered bonus to employees who refer a friends or acquaintances to the organization.
This bonus should only be paid if the referred applicant becomes hired and stays an employee for at
least 60 days to cut down on turnover and bad referrals. It is imperative to stick to the set rules for
referral bonuses; doing so will help ensure that referrals bring only the best employees with the
character, competencies, and drive Tobacco Road needs.
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Recruitment
Description:
Units
Spent:
Marketing Materials
Brochures
Recruitment Ads, Flyers, Cards
Television
Internet
Radio
Cost Per
Unit:
200
500
1
$0.50
$0.30
$10,000.00
10
2
$50.00
$100.00
2
70
1
$600.00
$0.44
$2,000.00
$1,200.00
$30.80
$2,000.00
$3,230.80
10
2
2
2
$100.00
$500.00
$5.00
$1,000.00
$1000.00
$1000.00
$10.00
$2,000.00
$0.00
$4,010.00
Subtotal
External Sources
Job Fair Fees
Postage
Search Firms
Subtotal
Internal Sources
Referrals – Non-exempt
Referrals – Exempt
Internal Postings
Compensation of Recruiters
Time
Subtotal
Total
Total
Cost:
$100.00
$150.00
$10,000.0
0
$500.00
$200.00
$10,950.0
18,190.80
Selection is the second section in the itemized budget for hiring, as it follows recruitment in the
hiring process. The next cost to consider involves everything needed for interviewing applicants, like
the interviewer’s time and compensation and the necessary materials for making an appropriate
selection. This portion of the budget also includes external fees paid to outside testing firms for
things such as aptitude testing, driver’s license testing, background checks, and drug testing. All of
these tests are highly recommended in order to confirm the information gathered about a new hire
during the interview process. These tests have proven to be valid and are usually much more
truthful than interviews or résumés alone. This section of the budget both costs the least for an
organization and tends to be the most important piece in the hiring process – selecting the right
employee is the only way to have a successful organization. Putting time and effort into selection
will ensure a company can make a completely informed decision, which is crucial for finding an
employee who truly is the best fit for both the position and the company.
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Selection
Description:
Internal Costs
Interviews
Screening Materials
Compensation of Selection Team
Postage and Supplies
Time
Subtotal
External Costs
Testing
Background Checks
Driver's License Tests
Drug Testing
Subtotal
Total
Units
Spent:
Cost Per
Unit:
Total Cost:
40
40
2
40
0
$30.00
$5.00
$1,000.00
$0.75
$0.00
$1,200.00
$200.00
$2,000.00
$30.00
$0.00
$3,430.00
40
20
20
20
$10.00
$50.00
$20.00
$50.00
$400.00
$1,000.00
$400.00
$1,000.00
$2,800.00
$6,230
Orientation and training can be very expensive for some organizations but can be a relatively costeffective process with some simple adjustments. Most organizations need to use a conference
center or a larger area to train their employees. Tobacco Road is a large restaurant, though, and
hands-on training is necessary, so it should be easy to accomplish orientation and training within the
restaurant. The largest monetary considerations lie in the training staff’s salaries, which have been
set to $1,000 per week assuming Rommie and/or his brothers lead the training initiative. This is
based on a $30,000-$60,000 figure Rommie provided during the interview about his managerial staff
and the assumption that they are on the high side of that scale. This area of the budget also covers
wages of the new employees, which we have set at $400 per employee per week. This is an average
of the exempt and non-exempt employee’s wages for about one week’s work.
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Orientation & Training
Description:
Units
Spent:
Internal Costs
Compensation of Training Staff
Orientation & Training
Supplies
Time
Compensation of New Employee
Cost Per
Unit:
Total Cost:
2
1
20
0
5
$1,000.00
$200.00
$3.00
$0.00
$400.00
$2,000.00
$200.00
$60.00
$0.00
$2,000.00
$4,260.00
0
0
$1,000.00
$0.00
$0.00
$0.00
$0.00
$4,260
Subtotal
External Costs
Location
Other
Subtotal
Total
The final area of the budget is for further exploration into exactly how hiring a new employee affects
the organization at every level. This includes, but is not limited to: overtime while positions are open,
long-term burnout from overtime, lowered company and employee morale because of high
turnover (employees in the sense that they must constantly meet and learn to work with new
employees), customer service, and customer satisfaction. While these items could potentially be
assigned a monetary value upon monitoring them over time, they are better viewed as nonmonetary costs that will have just as great, if not more of, an affect on the company’s success as
something that caused a loss in profits. Comprehensive Consulting’s recruitment plan aims to
eliminate the negative results that come with all of the above considerations.
19
Other Things To Consider
Description:
Units
Spent:
Inherent Costs
OT Paid While Position Is Open
Cost Per
Unit:
4
$1,000.
00
Subtotal
Total Cost:
$4,000.00
$4,000.00
Non-monetary Costs
Long-Term Burnout
Morale b/c High Turnover
Customer Service
Customer Dissatisfaction
Other
0
0
0
0
0
Subtotal
Total
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$4,000
We have included these 4 charts as an excel spreadsheet, which is interactive and will allow the
management of Tobacco Road to manipulate the numbers in a way in that best fits the budget that
they wish to work within. Our simulation comes up to a grand total of $32,680.80, which is the total
sum for 12 employees being hired, meaning the cost per hire $2,723.40. The industry average is
around $4,000, so Tobacco Road is seemingly well on track in terms of not spending too much. This
simulation even contains numbers accounting for the salaries of the hiring staff – most simulations
do not – which implies that Tobacco Road’s costs are even lower than those of most companies in
the industry would be. That being said, managers would be well suited to allocate a portion of this
“extra” budget toward recruiting, selection, and training for the purpose of acquiring the best
possible staff. Strategically utilizing resources and spending slightly more in the beginning has been
proven to exponentially increase return on investment because it creates company loyalty, worker
(and therefore customer) satisfaction, and confidence – exactly the items Tobacco Road needs for
success.
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5. Job Descriptions
5.1 Why are they important?
Job Descriptions play a vital role in organizations in multiple areas. They serve as a tool for
employers to know what qualities and abilities they need to look for when they are interviewing
potential employees. Potential employees can also review the job description to gain an
understanding of the tasks and responsibilities that will be expected of them and to get a feel
for what the job will entail. Employers can also utilize job descriptions to help determine an
appropriate salary for employees if they are hired. By comparing the job description to other,
similar descriptions created by other companies (namely, competitors), an organization can
ensure that they are following the current market pricing strategy. Job descriptions can also
serve as performance management tools by comparing the duties and responsibilities that are
listed on the job description to how effectively the employee is performing each of those duties.
However, the job descriptions are only an effective performance management tool when they
are kept up to date with the ever-changing roles and responsibilities of jobs in today’s market.
5.2 How will they be utilized and useful in terms of bringing Tobacco Road
success?
By providing job descriptions of a waiter and manager for American Tobacco Road, we hope to
highlight the duties of the most highly recruited-for positions within the company to help ease
the hiring process for each. Waiters have proven to be difficult to retain and motivate within the
workplace as there are higher than normal expectations placed upon them compared to other
restaurants. Waiters must to go beyond simply taking orders and bringing food to customers they are asked to treat all customers as if they are guests in their own house. By providing
accurate job descriptions for this position, we hope to help potential employees understand the
work they are undertaking and what will be expected and required of them should they accept
the position. Similarly, the descriptions will provide a base for managers doing the hiring to
focus on the relevant knowledge, skills, and abilities of potential candidates to ensure that the
candidate will be a good fit within the company.
Managers serve as the backbone of daily operations and help the company function at it’s
highest possible level. Managers must ensure the restaurant is always prepared for the next
guest and that each guest has been satisfied with their service as they reach out to every
customer while they are in the restaurant. Incumbents in this position will be required to
sacrifice much of their time and energy into this position, which is highlighted in the job
description. The potential employees will gain an accurate understanding of what will be
required of them and therefore be ready to commit themselves to the job. The owners will be
able to use the job description to ensure the applicant will be able to fulfill the required duties
and that the applicant has the relevant skills to succeed.
21
5.2.1 Sample of Job Description for Non-Exempt Position (Waiter/Waitress) Page 1 of
2
Position: Waiter/Waitress
Job Status: Part Time, Hourly Position
Job Summary: The employee is responsible for efficiently and courteously serving customers in a highpaced restaurant atmosphere. Employees will be responsible for up to four tables and occasionally work
in collaboration with other waiters/waitresses when large parties come in to dine.
Duties and Responsibilities
The duties and responsibilities of a waitperson include, but are not limited to:
1. Prepare restaurant before customers arrive to ensure the facility is presentable and equipped
for all daily activities.
2. Know all information about restaurant and the unique features (100% scratch, 75% locally
owned products, grind own meat).
3. Greet customers in a kind and respectful manner within 30 seconds of the customers being
seated.
4. Be knowledgeable of all menu items and daily specials in order to efficiently and professionally
provide information to customers.
5. Take customer’s orders correctly and provide the order information to kitchen staff.
6. Serve customers their drinks and food.
7. Check IDs of people appearing to be underage to ensure compliance with laws on alcohol
consumption.
8. Check up on patrons and ensure they are enjoying their meals; take corrective actions when
necessary.
9. Prepare the customer’s bill and run register transactions to complete the customer’s experience.
10. Clean tables and surrounding area after customers have finished their meal.
11. Travel periodically (1-2 times per week) to other restaurant locations.
Supervision Given/Received: The employee will work both independently and as team member. The
employee will have no direct supervision over anyone, but is supervised by the manager on duty and the
bartender.
Minimum Qualifications:




Must have the ability to quickly learn new menu items and remember daily specials
Advanced communication skills, sufficient to properly and professionally communicate in a
customer-oriented atmosphere
Exceptional skills and abilities in customer service to provide the customers with a great
experience that drives them to want to return
Ability to run the point-of-sale system and properly handle customer’s money
22
Desired Qualifications:



Previous experience as a waiter/waitress
Great attitude and the ability to work well on a team
Ability to up-sell products that are not selling well or the restaurant has a surplus of
Career Mobility: Through demonstrating excellent customer service and skill in this position, the
incumbent has the ability to become a bartender, and then a manager.
The Ideal Candidate for Waiter/Waitress:
The ideal waitperson has an outgoing personality and is eager to meet and serve guests at all times. He
or she must be willing to go the extra mile to serve guests and cater to all their needs. An energetic and
upbeat attitude is a must, as the waitperson will constantly be buzzing about the restaurant serving
customers and ensuring that all guests leave the restaurant with a good memory of their experience.
Prior serving experience will help the applicant understand the demanding nature of the restaurant
environment, as well as how to best meet customer wants and needs. The employee will need to be
responsible in handling money and ensuring that guest’s orders are taken accurately so they can be
prepared by the kitchen correctly.
Page 2 of 2
23
5.2.2 Sample of Exempt Position (Manager) Page 1 of 2
Position: Manager and Event Coordinator
Job Status: Full time, salaried position
Job Summary: The employee is responsible for implementing restaurant procedures and ensuring the
restaurant is kept in line with all laws governing restaurant safety and health. The employee will oversee
the restaurant on a daily basis to ensure smooth day-to-day operations.
Duties and Responsibilities
The duties and responsibilities of a manager include, but are not limited to:
1. Arrive first and leave last when opening or closing the restaurant respectively.
2. Balance tills at the beginning of the day and in-between shifts.
3. Ensure restaurant is fully prepared for business every day and that the dining area is presentable
to guests.
4. Prepare employee schedules to ensure there is sufficient coverage on all days of business and
that the restaurant can operate normally.
5. Make necessary adjustments when large parties are coming to the restaurant to ensure there is
no lack of service in any section.
6. Move throughout the restaurant during hours of operation and interact with every table to
ensure they are enjoying their experience and take corrective action when necessary.
7. Work with other employees to ensure unity and solve any problems that may arise in the
restaurant, whether between workers, operations, or any other area.
8. Teach staff about new restaurant policy changes and changes in laws.
9. Monitor restaurant practices and building codes to ensure compliance with laws.
10. Conduct new employee training.
11. Travel to other restaurant locations.
12. Interview and check references of potential employees, hire when appropriate.
13. Give staff performance feedback on a scheduled quarterly basis, after training, and on an as
needed basis based in terms of customer complaints or secret shopper reports.
14. Conduct food safety tests multiple times daily to ensure quality control.
Supervision Given/Received: The employee will work both independently and as team member.
Supervision is given to all members on the staff at the restaurant, with the exception of the executive
chef. The employee will be closely supervised by the owners and general manager and will communicate
on a daily basis with the supervisors.
Minimum Qualifications:


A Bachelor’s degree is required as it demonstrates the capacity to learn and requires knowledge
and skills commonly used in this position
Must have the ability to quickly learn and adapt to policy and law changes
24





Advanced communication skills, sufficient to properly and professionally communicate in a team
atmosphere and train staff on policy changes
Exceptional skills and abilities in customer service to solve any conflicts that may arise
Ability to prioritize, develop and maintain operations in a high-volume setting
Experience within the company
Ability to work 7 days per week at various hours
Desired Qualifications:




Ability to foster teamwork
Self-motivated to help the restaurant meet and exceed its current standards
Previous experience as a manger
Attention to detail and creative ideas to help the company expand further
Career Mobility: This position is currently the highest position offered within the company.
The Ideal Candidate for Front End Manager:
The ideal front end manager has an extreme sense of responsibility and pays close attention to detail.
The applicant must also be trustworthy as they will be required to spend time at the restaurant alone
and will handle money throughout the day. An outgoing and attractive personality is required, as
managers will be responsible for interacting with all guests that enter the restaurant. Professionalism is
also a necessity in all aspects of managing the restaurant - this person should be seen as knowledgeable,
admirable, and put together. Conflict resolution skills are required for both resolving employee conflicts
and conflicts that arise due to service or any other issues that may emerge with a guest.
Page 2 of 2
25
6. Application Forms
6.1 Purpose of Application Forms
The purpose of an application form can help in starting the employment relationship with a solid legal
footing. As mentioned by Steingold, a good application form will allow applicants to know the
organization’s fundamental operating procedures in the workplace and when the applicant is working
on the job. In addition, the application form is a legally binding document because it seeks the
applicant’s consent and acknowledgement with regards to background investigation and reference
checks. This helps in the future because applicants will have a difficult time proving an invasion of
privacy as consent has been sought when filling the application form up. A sample has been attached in
the appendix.
6.2 Advantages of Application Forms
Application forms are advantageous over réumés because of the closed-structured questions they
provide. They do not allow for embellishment by the prospective applicants, and require that the job
applicant provides a verification of accuracy (an example is in figure 1). This verification favors the
employer in that it also allows for the employer to terminate or discharge any employee should any
false, inaccurate, or incomplete information be found.
Complete application forms allow employee information to be stored and thus permit employers to
track the employment history, educational background, and professional references of a particular
employee. This gives employers the advantage of forming first impressions, which will help in
shortlisting applicants based on the same set of questions asked throughout the job application pool. It
will also facilitate the interview process because it allows employers to streamline questions to ask
during the interview process, which can many times be incoherent or insufficiently explained in the
application form.
6.3 Disadvantages of Application forms
While application forms seek to find out as much information from the applicant as possible, the
employer runs the risk of asking discriminatory questions which might lead to a legal lawsuit. Questions
asked should be based on the competencies required to perform a particular job, distilled into
knowledge, skills and abilities to performing the job required.
Figure 1: Example of a statement of
accuracy acknowledged by the
applicant
26
7. Dissecting an Interview
7.1 Why is it important?
Workforce planning involves analysing market sources and determining the availability of potential
applicants that could fulfil the roles and requirements of each particular job within an organization. In
order to find the best match, employers and interviewers must understand exactly what the job requires
– i.e., the components of the job description. An understanding of the job description means an
understanding of the type of candidate needed to fit the job well – and finding that person is best done
through interviewing.
Without the interview process, one that is created based on job analysis and a set job description,
employers run the risk of getting an improper match, which could mean low motivation, high turnover,
decreased profits, and increased costs. It is not just about finding a person, but rather about finding the
right person, as this will lead to the most success for any business.
7.2 What are the different types of interview questions?
During an interview, it can be very effective to ask different types of questions depending on the job
description of each particular position. As the roles and responsibilities will vary for each unique position,
it is important to structure the questions to get the best insight into how an applicant’s knowledge, skills,
and abilities align with the needs of the job.
Competency-based questions are more common for non-exempt positions, as an applicant does not
necessarily need much, or any, experience to be considered. They focus on the knowledge, skills, and
abilities of the applicant by asking questions focused on what they would do in a certain situation, rather
than what they actually have done in the past. Good competency questions are created based on real
situations that could or have happened to someone actually in that job. A competency-based interview
will lead to a higher chance of finding a good fit for the job, as the interviewer can ask questions directly
related to the desired competencies and then select the candidate who best matches them.
Another type, behaviorally-based questions, may be better suited for an exempt position, or at least one
that is higher level and requires particular experience. While these questions also focus on the
knowledge, skills, and abilities of the candidate (as questions in any interview should!), they aim to
determine what a candidate actually has done in the past. These questions focus on understanding real
experiences applicants have had, and how those experiences relate, or could potentially relate, to the
job in question. They follow the STAR format – Situation, Task, Action, Result – and require that the
applicant outlines an experience he or she has had in terms of the context, the problem, the solution he
or she created, and the result of the solution and the experience in general. A behaviorally-based
interview will ensure that the potential candidate does actually have some background in and/or
experience with the types of situations and experiences that their potential new job would present.
7.3 How will structured interviewing benefit Tobacco Road Sports Cafe?
27
Tobacco Road has struggled with high turnover, pressure to fill positions, and unmotivated employees.
All of these are issues that can and will negatively affect the company, but they are also issues that can
be solved with proper workforce planning. As explained above, upon completion of workforce planning,
job descriptions can be created for each position that needs to be filled, and interview questions can be
formulated from them to find a candidate who best fits the needs of the position. If Tobacco Road
follows this idea, they will see more success not only in the actual hiring process, but also throughout
the company as a whole.
Questioning applicants based on specific requirements, preferred characteristics, and skills needed for
the job will help narrow down the applicant pool into one that is more representative of the kind of
employees Tobacco Road wants and needs. Rather than using a generic set of questions for all positions,
continuing to create and change questions for each position will help direct the interviewer and,
eventually, manager, down a path that makes it easier and less time consuming, to determine who to
select. The more unique the questions, the more able Tobacco Road will be to finding someone uniquely
fit for the position.
Asking the right questions provides more insight into who really has an interest in the job and why they
have an interest – i.e., what they have done and what skills they possess that align with what Tobacco
Road is looking for. This will enable Tobacco Road to come full circle and start hiring those who not only
will want to be there and will stay with the company, but those who contribute qualities that will
convert into real, long-term benefits for everyone involved.
28
7.3.1 Behaviourally Based Interview Questions for Non-Exempt Position (Waiter/Waitress)
Waiter/Waitress Interview Questions
1. Describe a situation that required you to work under pressure to complete a task on time. Did you
finish it?
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
2. Suppose a customer asked you to find a manager so he or she could complain about your service as a
waitperson because their food took an unusually long time to arrive. While that is something you have
no control over, the customer is adamant that the fault is yours. How would you handle this situation?
What would you say to both the customer and your manager?
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
3. What is the best attribute you could bring to our workplace? What is your biggest strength and what
is your biggest weakness?
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
4. Suppose the restaurant is very busy one evening. You are already waiting four tables, and are then
asked by your manager to assist two other team members with a large party in one of our private rooms.
Amidst all the chaos, you write down some wrong orders for one of your tables, and upon bringing the
food, they are clearly upset with you. What are some things you might do or say to try to correct the
situation and ensure that they still have the best experience they can, considering?
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
5. Describe a time when you worked in a group and one of your team members was unmotivated
and/or unwilling to do their share and pull their weight. How did you motivate them to want to
participate more actively and take on equal responsibility?
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
29
7.3.2 Behaviourally Based Interview Questions for Exempt Position (Manager)
Restaurant Manager Interview Questions
1. This position involves a great amount of time management and organization on a daily basis.
Describe a situation that involved the completion of many different tasks, perhaps with different time
constraints or requirements. How did you allocate your time to them? What did you do to determine
what was most important and/or what needed to be done first? Did you complete everything and if so,
was it all on time?
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
2. How do you evaluate success? What has to happen in order for you to consider yourself, or a task
completed, successful?
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
3. Tell me about a time when something went wrong with a project for which you were responsible or
played a large role in. What did you do to change or correct it? What was the overall outcome?
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
4. Describe a difficult or uncomfortable customer service experience you have had – either personally
or as a witness to one. What happened? How did you or the other person handle it, and what would you
have done to prevent or fix the problem had the roles been reversed?
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
5. Management in general requires the ability to be adaptive and flexible. Tell me how you deal with
change, particularly change that is unexpected and disruptive to a plan or routine you already had in
place. How do you work around it? Use a specific example and explain the outcome.
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
30
7.4 Evaluating the Applicant
As part of the interview process, the interviewer must be able to evaluate all applicants with the same
measures to ensure that there is reliability in terms of the evaluation standards. In addition to being
reliable, the use of standards will reflect that the interviewer is being objective and that no other
extraneous variables have contaminated the interview process, which could result in a new hire that is
not the “right” hire. The use of both an applicant evaluation matrix and weighted criteria matrix will
come in handy should the company face threats of discrimination due to biases that many times occur
when trying to evaluate the knowledge, skills, and abilities of candidates.
Samples of each type of matrix for both positions are presented in the next four pages for your
reference.
31
7.4.1 Applicant Evaluation Matrix Sample for Exempt Position
Waiter/Waitress Applicant Evaluation Matrix
Each interviewer should be provided with this matrix to fill out for each candidate interviewed. Use it to
rate the responses to each question, and add comments if necessary. This can be used to compile data
for all the interviews that take place for this position.
Candidate Name _________________________________________________
Interviewer Name ________________________________________________
Competency/
Skill
Time
Management
Personal
Attributes
Communication
Teamwork
Question
Rating Scale
1-Exceptional
2-Competent
3-Needs
Development
Describe a time when you felt pressure to
meet a deadline. Did you meet it?
What is the best attribute you could bring
to our workplace? What is your biggest
strengths and what is your biggest
weakness?
A customer asks for a manager to
complain about your service because
their food took a long time to arrive.
Though you have no control over it, the
customer is adamant that the fault is
yours. What would you say to both the
customer and your manager?
Describe a time when you worked in a
group and a teammate was unmotivated
to pull their weight. How did you
motivate them to want to take on equal
responsibility?
32
Interviewer
Comments
7.4.2 Weighted Candidate Assessment Matrix Sample for Non-Exempt Position
(Waiter/Waitress)
This is a decision matrix that assesses required and desired competencies, as well as behaviors
noted during the interview process. Rate each competency based on the scale, then multiply by the
weighted percentage to determine the total to compare across all candidates.
Candidate Name _________________________________________________
Interviewer Name ________________________________________________
Competency
Rating Scale
1-Exceptional
2-Competent
3-Needs
Development
Weight
of
Factors
Time
Management & Ability
to Manage Change
15%
Commitment to
Customer Service
35%
Communication &
Interpersonal
Relationships
20%
Teamwork &
Relationship with Staff
25%
Knowledge of and
Experience in Restaurant
Industry
5%
Overall Weighted Value
and Recommendation for
Position
100%
33
Total
Multiply rating
evaluation by
percentage
Interviewer
Comments
7.4.3 Applicant Evaluation Matrix Sample for Non-Exempt Position
Restaurant Manager Applicant Evaluation Matrix
Each interviewer should be provided with this matrix to fill out for each candidate interviewed. Use it to
rate the responses to each question, and add comments if necessary. This can be used to compile data
for all the interviews that take place for this position.
Candidate Name _________________________________________________
Interviewer Name ________________________________________________
Competency/
Skill
Time
Management and
Organization
Question
Rating Scale
1-Exceptional
2-Competent
3-Needs
Development
Describe a time that involved
completing tasks with different time
constraints. How did you allocate time
to them and determine an order of
completion? Did you complete
everything and if so, was it all on time?
Personal Values
How do you evaluate success? What has
to happen in order for you to consider
yourself, or a task completed,
successful?
Integrity/
Accountability
Describe a time when something went
wrong with a project for which you
were responsible. What did you do to
change or correct it?
Adaptability and
Acceptance of
Change
Tell me how you deal with and work
around change that is unexpected and
disruptive to a plan or routine already in
place. Use an example and explain the
outcome.
34
Interviewer
Comments
7.4.4 Weighted Candidate Assessment Matrix Sample for Exempt Position (Manager)
This is a decision matrix that assesses required and desired competencies, as well as behaviours
noted during the interview process. Rate each competency based on the scale, then multiply by the
weighted percentage to determine the total to compare across all candidates.
Candidate Name _________________________________________________
Interviewer Name ________________________________________________
Competency
Rating Scale
Weight
of
Factors
1-Exceptional
2-Competent
3-Needs
Development
Time Management &
Ability to Manage Change
10%
Commitment to
Customer Service
30%
Communication &
Interpersonal
Relationships
20%
Teamwork &
Relationship with Staff
10%
Knowledge of and
Experience in Restaurant
Industry
30%
Overall Weighted Value
and Recommendation for
Position
100%
35
Total
Multiply rating
evaluation by
percentage
Interviewer
Comments
8. Moving Forward- Human Resource Information System (HRIS)
8.1 Simplified HRIS System
The use of the HRIS system we created will be essential in helping management of the company make
objective decisions about the specific promotional decisions within the company. This form of
technology is widely used in that it quantifies an employee’s years of experience and the training and
development session each employee has undergone. Together with the pre-requisites set by
management, they will be better able to make objective suggestions to the potential employees for a
particular promotion.
This system will also help management make decisions about selection in terms of the current pool of
applicants, identify the skills they lack, and identify skills they need in order for a particular employee to
be qualified for promotion. Please refer to appendix for information on how to use this simplified Excelbased system.
8.2 HRIS
The use of a purchased HRIS system will help save time and effort in terms of the HR administration
processes. This system will be able to distribute a wide variety of reports, which would have otherwise
consumed a lot of resources because of the huge amounts of information involved. This advantage
proves to be important because it allows for the business owner to have access to any type of report
depending on the company’s current position in achieving their organizational goals. For example, if
Tobacco Road Sports Café is looking for expansion, the system will be able to collect resumes from
Tobacco Road’s website and allow the business owner to sieve through information to look for the most
suitable candidate for the job.
36
Comprehensive Consulting Co. Testimonials
Comprehensive Consulting is pleased to share some of our favorite comments and feedback we have
received from various clients. We take great pride in the positive remarks, as well as knowing that we
have been able to contribute to the success of others. We so greatly appreciate their business and feel
so happy to know that we have made a real impact in the lifecycle of these businesses and the lives of
the people we have served.
“Comprehensive Consulting really opened our eyes to not only the problems we were having, but also the
solutions we could implement to bring our company success.”
– ABC Corporation
“Everyone at Comprehensive Consulting was so helpful. They really listened to our needs and put forth
their best effort to provide the assistance we needed.”
– Avery and Associates
“So pleased – I would recommend them to anyone!”
– Pat Green, Entrepreneur
“My company was on a downward spiral with high turnover, a lack of employee motivation, and a
resulting lack of managerial motivation. Then we found Comprehensive Consulting, and everything is
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– Michael Jones, owner of DesignWorks
“Highly recommended for any company with any HR-related problem. They certainly do A+ work.”
– Galaxy Inc.
37
References

http://www.tobaccoroadsportscafe.com/about/index.html

http://www.chapelhillmagazine.com/blogs/chapel-hill-magazine-blog/tobacco-roadsports-cafe-comes-to-chapel-hill/

http://www.bullcityrising.com/2010/01/hs-tobacco-road-sports-cafe-to-open-downtowndurham-location-while-eno-delayed.html

http://socialmediatoday.com/node/1326421

http://www.hrsmart.com/blog/role-social-media-recruiting

http://www.ere.net/2012/01/31/employee-referrals-may-be-even-more-effective-thanwe-think/

http://en.wikipedia.org/wiki/Job_fair

http://earlycommit.com/wp/recruiting-website-2/

http://www.bridgespan.org/Publications-and-Tools/Hiring-NonprofitLeaders/HiringTools/Reference-Check-More-Than-Formality.aspx#.UVxhkXfD_4h

http://www.amof.info/why-background.htm

The Employer’s Legal Handbook – Steingold – 10th Edition

Hiring Great People – Kevin Klinvex, O’Connell, Christopher Klinvex
38
Appendix
Includes Samples of the following:
1. Application form for Job Applicants to be employed with Tobacco Road: pgs. 39-45
2. Self-Reference Form: pgs. 46-47
3. Using the simple HRIS system: pgs. 48-50
Tobacco Road Sports Café
Employee Application
*Note to Applicant: Please TYPE or PRINT your application clearly in black or blue ink.
39
PART ONE
Date: ____________________
Name: ______________________________________________________________________
last
first
middle
Present Address: (until ___________)
___________________________________
___________________________________
__________________________
maiden
Permanent Address:
___________________________________
___________________________________
__________________________
Social Security Number: __________________________________
Phone: (
)________________________
Cell Phone: ( )_____________________
E-Mail Address:______________________
Are you over 18: _____________
Name and Phone Number of Parents or Nearest Relative to be called in Case of Emergency:
_______________________________________________
________________________________________________
________________________________________________
How did you hear about Tobacco Road Sports Café?
Employment Desired
Position/s applying for: 1. _____________________________ 2. ________________________
Date you can begin: ___________________ Salary Desired ________________
Are you currently employed?
 Yes  No
If yes, may we contact employer?  Yes  No
Employment Sought:  Full Time  Part Time
Are you available to work on weekends?
 Yes  No
Are you available to work on holidays?
 Yes  No
Can you work overtime?
 Yes  No
Can you, at the time of employment, submit verification of your legal right to work in the United
States?  Yes  No
40
EDUCATION RECORD
A. High School, Undergraduate, Graduate:
Institutions/Degree
City/State
From
To
Major Area
______________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
Special Endorsements/certificates/licensures:
______________________________________________________________________
Employment History — list most recent first
Company Name ______________________________________________________________
Supervisor _________________ Last Position ______________ Responsibilities__________
____________________________________________________________________________
Address____________________________________________Telephone No. _____________
City, State, Zip _____________ ________ Dates of Employment_______________________
Reason for Leaving ____________________________________________________________
Company Name ______________________________________________________________
Supervisor _________________ Last Position ______________ Responsibilities__________
____________________________________________________________________________
Address____________________________________________Telephone No. _____________
City, State, Zip _____________ ________ Dates of Employment_______________________
Reason for Leaving ____________________________________________________________
Company Name ______________________________________________________________
Supervisor _________________ Last Position ______________ Responsibilities__________
____________________________________________________________________________
Address____________________________________________Telephone No. _____________
City, State, Zip _____________ ________ Dates of Employment_______________________
Reason for Leaving ____________________________________________________________
References — list 3 individuals [not related to you] who are familiar with your work-related or academic
skills.
Name
Name of
Company or
Address
Telephone No.
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Years
Acquai
Relationship
nted
Professional Ref. 1
Professional Ref. 2
Professional Ref. 3
Please state time available for work;
Monday_____________________________________________________________________
Tuesday_____________________________________________________________________
Wednesday__________________________________________________________________
Thursday____________________________________________________________________
Friday_______________________________________________________________________
Saturday____________________________________________________________________
Sunday______________________________________________________________________
Scheduling Comments:
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Tobacco Road Sports Café Employee Statement
I, the undersigned, state that all of the information given on this application is true and correct
to the best of my knowledge.
_____________________________________________
____________
Signature of Applicant
Date
I understand that all applicants will have a pre-employment drug and alcohol screen and that as
an employee I must abide by all aspects of Tobacco Road Sports Cafe’s Drug and Alcohol
Policy.
__________________________________
____________________
Signature of Applicant
Date
I give permission for Tobacco Road Sports Café to check references and perform a background
check on myself.
__________________________________
____________________
Signature of Applicant
Date
***Please be sure you have signed all statements***
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Tobacco Road Sports Cafe
Volunteer Criminal History Statement
Review the following statements. Check the answer that appropriately describes your situation. Initial
each statement, then sign and date at the bottom.
Initial below
1. Have you ever been arrested at any time during your life?
 Yes
 No
2. Have you ever been arrested without a conviction?
 Yes
 No
3. Have you ever been charged with a pre-trial diversion?
 Yes
 No
4. Have you ever received deferred adjudication?
 Yes
 No
5. Have you ever been convicted of a misdemeanor?
 Yes
 No
6. Have you ever been convicted of a felony?
 Yes
 No
7. Have you ever been on probation during any time of your life?
 Yes
 No
If you responded ‘Yes’ to any of the above, please describe the circumstances and situation. Include
the type of offense, felony and/or misdemeanor charges, probation terms, convictions and/or pending
criminal charges in the following spaces. Also include the county, State, date and case disposition.
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If accepted as a staff, I hereby agree to abide by all rules and policies of Tobacco Road Sports Cafe as
explained in the Staff Manual, including any amendments that may be made from time to time. I also
agree to notify Tobacco Road Sports Cafe immediately in the event that I am arrested, charged or
convicted of any crime whatsoever.
I have read this form in its entirety and understand that Tobacco Road Sports Cafe may verify any
information given. I understand that the inclusion of any false information or the omission of any
requested information is cause for my immediate dismissal from Tobacco Road Sports Cafe.
Applicant’s Signature
Date
45
EQUAL EMPLOYMENT OPPORTUNITY AND AFFIRMATIVE ACTION POLICY STATEMENT
It is the policy of Tobacco Road Sports Café not to discriminate against any employe or any
applicant for employment because of age, race, religion, color, handicap, sex, physical condition,
developmental disability, sexual orientation or national origin. This policy shall include, but not
be limited to, the following: recruitment and employment, promotion, demotion, transfer,
compensation, selection for training including apprenticeship, layoff and termination. Except
with respect to sexual orientation, this company further agrees to take affirmative action to
ensure equal employment opportunities.
_________________________
Typed Name
Signature
Date
Title
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Self Reference Form
Your Name: ____________________
Date: ________________
Because the image that you have of yourself is as important as the image others have of you, we ask
you to complete this self-reference form. Please answer the questions below on a separate sheet of
paper and attach to your application.
1. Describe your personality. Include outstanding characteristics that make an impression on
others.
2. Describe your strengths. Describe your weaknesses. How well do you think you know and
appreciate those strengths and weaknesses?
3. Evaluate your ability to work, live, and interact with others. What qualities help or hinder you?
4. How do you deal with conflict? Give an example.
5. Have you ever been in a highly stressful situation or under long term stress? If so, how did you
respond?
6. How well do you get things done? (You may comment on your initiative, persistence, patience,
responsibility, dependability, resourcefulness, self-reliance, ability to seek help when needed or
any other qualities you feel describe your working style.)
7. What type of work best suits your abilities and personality? Explain.
8. Why are you interested in working at Tobacco Road Sports Cafe?
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Using the following number rating scale, please rate yourself on the following:
1= very poor
2= weak 3= below average 4= average
5= above average
6= very good
7= excellent
_____ Openness to direction in work
_____ Ability to work alone
_____ Ability to work under pressure
_____ Ability to work with others
_____ Ability to get along with others
_____ Tact in dealing with others
_____ Willingness to serve children
_____ Ability to make decisions
_____ Ability to access resources
_____ Adaptability
_____ Ability to articulate feelings
_____ Effective use of time
_____ Creativity and imagination
_____ Flexibility
_____ Dependability
_____ Initiative
_____ Ability to handle stress
_____ Emotional Stability
_____ Common Sense
_____ Maturity
_____ Sense of Humor
_____ Self Esteem
_____ Health
_____ Ability to compromise
Please list three adjectives that best describe you:
____________________
_____________________
___________________
Overall, how would you rate yourself? (Please check appropriate line)
_______ Very weak, should be discouraged.
_______ Might be OK, some reservations.
_______ Good, better than many.
_______ Very Good, no reservations at all.
_______ Exceptional, a real find.
Are there any other comments you wish to make?
__________________________________________________________________________________________________________________
__________________________________________________________________________________________________________________
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Using the Simple HRIS system
In the “Participant’s Indi Training Log” tab, insert all the employees’ names. This tab will be
automatically updated accordingly to the number of trainings each employee attends. This can be seen
below:
As seen in the above printscreen, the names present are pesudo names and thus can be changed.
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In the “Training Participated” tab, each column represents the number of employees who have attended
each of the training title seen on the first row. With each update of employees who has attended the
training, the “Participant’s Indi Training Log” will also be updated automatially.
This simple HRIS system will automatically update and recommend employees with the required skills,
abilities and knowledge (acquired from trainings in Tobacco Road Sports Café) for promotion. As
mentioned, this system provides an objective analysis of the skills, abilities and knowledge of each
individual unique employee.
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One of the many advantages of this system is that, management can lock the whole system without
giving employees any chance to edit any part of this whole Excel workbook. This is done by clicking on
the “Protect Sheet” option after you have “right clicked” each tab/worksheet. Following that, a prompt
will appear to request for a password. This is illustrated above.
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