Recruitment, selection and training in the service sector Essay

1. IntroductionOrganisations have changed and be changing as a result of a focus on the customers. It is now recognized that merging customer motivatings is the base of any successful organisation. There may be a pressure to improve shareholders value, increase profit but it has recognized that the key is to achieve these objectives is to satisfy the customers. As W R Scott (1987) pointed out However, organisations are not closed systems, sealed off from their environments but are disseminate to and dependent on flows of personnel and elections from outside. Managers need to understand their customers in order to meet those customers needs better. To meet customer needs as well as possible a company needs to provide goods and services At lower costAt maximum customer satisfactionWith competitive advantages.The node satisfaction starts at recruitment withRecruit the right staffTrain and motivate themEmpower them to deliver guest satisfactionAppraise, develop and incentive them .2. return industry characteristicsThe service industry is additional becauseThe service is delivered by people to peopleThe service is produced and consumed at the same timeCustomers lore of service quality linked to morale of front-line staff. Characteristics of servicesPerishabilityContact dependencyInseparabilityVariabilityLack of ownershipIntangibilitySimultaneityAs Macken (1997) suggestsRecruiting people who are wrong for the organisation can lead to increased labour turnover, increased costs for the organisation, and lowering of morale in the existing workforce.3. The Recruitment and Selection surgical operationThe process of recruitment and selection are closely linked. Both activities are directed towards obtaining employees with the requisite competencies and attitudes, and recruitment activities lay the groundwork for the selection process by providing the pool of applicants from whom the selectors may choose. According to Foot and Hook (2008, p.142-143) Recruitment c an be defined asAll activities directed towards locating potential employees Attracting applications from adapted candidatesAims of the recruitment processTo obtain a pool of candidates for vacant postsTo use a true(p) process and be up to(p) to demonstrate that the process was fair To ensure that all recruitment activities contribute to organisational goals and a desirable organisational image To conduct recruitment activities in an efficient and cost-effective manner. Most human resource management issue can be analysed in terms of legal, moral and business consideration Legal to comply with anti-discrimination legislation ? depend on and race?The Sex Discrimination Act 1975 (amended 1986)?The Race Relation Act 1976 (amended2003)?The traffic Equality Regulation 2003?Disability?The Disability Discrimination Act 1995?Age Diversity?The Employment (Age) Regulations 2006Moral to avoid unfair discrimination for moral reasons as well as legal reasons Business to ensure that all ef fort is directed towardsachieving merged goals.A planned and systematic approachTo be able to select the best available staff in the first place and to retain them we need a planned and systematic approach. By Mullins (2002, p.739) such an approach involves at least five main stages The need to know about the job to be filledThe need to know about the type of person to do the jobThe need to know the likely means of best attracting a incline of suitable applications The need to know how best to assess the candidates likely suitable for the job The need for induction and follow-up.The first step in the recruitment social function is the job analysis, which is a process of gathering together all data about an existing job, which activities are performed and what skills are needed. There are some staple fiber data to include by Foot and Hook (2008, p.147) A description of the duties performedThe most important or responsible dutiesTime spent on distributively dutyHow often each dut y is performed (daily/weekly/monthly/annually) Levels of supervision/independenceThe skills and skill levels needed to perform each taskAny special conditions related to the performance of these tasks. The collected data are then structured to create job descriptions and person specifications. These documents are essential as a sanctioned framework for recruitment and later selection as the basis of employment contract as the evidence of a fair process. The job description explains the join requirements of the job sets out the purpose of a job, where the job fits into the organisation structure, the main accountabilities and responsibilities of the job and the key tasks to be performed. Commonly used elements are Job denominationReporting structure?Responsible for?Reports toNature and scopePurpose of the jobPrincipal accountabilitiesMajor duties and responsibilitiesEmployment conditionsEach organisation can decide what factors should be included depend on the nature of the busine ss. The person specification is a document that outlines the knowledge, skills, personal attributes or qualities a person need to be able to perform well. Requirements can be categorised as essential or desirable.Several models of person specifications are available. Most widely known are Alec Rodger (1952) and Munro Fraser (1978).Rodgers s counterbalance point plan which describe people in terms of Physical make-up (physical requirement)Attainments (education and training)General intelligenceSpecial aptitudes ( verbal, quantitative and diagrammatical abilities related to the job) InterestDis get (job related behaviours such as persuasiveness) Circumstances (only job related such us availability for shift work) The criteria suggested by Frasers five-fold frameworkImpact on othersQualifications and experience ( education, training and skills developed through work experience) Innate abilities (Similar to intelligence in Rodgers plan) Motivationflexibleness and emotional adjustment.I t is very important to know where suitable applicants are likely to be found and how to make contact with them. The attracting of suitable applicants will depend on the nature of the business, the position to be filled and theurgency of need. Potential sources Employment service job centresCareer advisory officesPrivate employment agencies/ recruitment agencies master copy and executive appointments registersHeadhunting or executive searchInternet recruitment/ recruitment websitesAdvertisingThe form of applications will vary from organisation to organisation and with the nature of the position to be filled. Examples Letters of applicationHandwritten submissionCurriculum Vitae (CV)Specially design applicationStandard application formPersonal call preliminary interview.Selection is the assessment of candidates for vacant jobs and the choice of the most suitable people. The methods of selection involve the short-listing of applicants and it should include an interview. The face-to-face interviews still the most popular method of selection, even though research studies have found interviews to be poor predictors of future performance in a job (Makin and Robertson, 1986).