1. Selection
1.1. Definition
1.1.1. "the process of assessing job applicants using one of a variety of methods with the purpose of finding the most suitable person for the organization" - Heery and Noon (2001: 320)
1.2. The selection process is a two-way process because people have the option to pull out of the process or turn down a job.
1.3. The selection criteria
1.3.1. Interviewing
1.3.1.1. Interviewers should only talk around 20% of the time, the remaining time should be filled by interviewees
1.3.1.2. Questions starting with what, why, when, which and how can be very useful to elicit information from candidates
1.3.1.3. Interviewers often make their decision within the first 4–9 min of an interview
1.3.1.4. Interviewers recognize and like candidates from similar backgrounds to them
1.3.1.5. Interviewers are vulnerable to prejudices
1.3.1.6. Interviewers are affected by physical cues
1.3.1.7. Interviewers need to be aware of the ‘halo’ or ‘horns’ effect
1.3.1.8. Interviewers need to recognize the importance of non-verbal communications
1.3.2. The use of tests and psychometric testing
1.3.2.1. These tests are used to measure individual difference in aptitude, ability, intelligence or personality.
1.3.2.2. Aptitude tests may test specific abilities in relation to verbal, numerical, spatial or mechanical skills to provide an indication of how well applicants will cope with the job.
1.3.2.3. General ability or intelligence tests are used to test how well individuals think on their feet and will be about analytical reasoning and ability to think critically.
1.3.2.4. Personality tests are used to assess how people will cope with demands, or how people will cope with stress, rigidity or attitudes to authority or creativity
1.3.2.5. In tourism and hospitality organizations: presentations, problem-solving, in-tray exercise
1.3.3. The assessment centre
2. Recruitment
2.1. Definition
2.1.1. "the process of generating a pool of candidates from which to select the appropriate person to fill a job vacancy" - Heery and Noon (2001: 298)
2.2. Job analysis
2.2.1. is defined as "the process of collecting, analysing and setting out information about the contents of jobs in order to provide the basis for a job description and data for recruitment, training, job evaluation and performance management" - Armstrong (1999: 190)
2.2.2. Methods utilized to analyse a job: observation of the job, work diaries, interviews with job holders and questionnaires and checklist
2.2.3. The output is the job description and person specification
2.3. Job description
2.3.1. is defined as "A document that outlines the purposes of the job, the task involved, the duties and responsibilities, the performance of objectives and the reporting relationships. It will give details of the terms and conditions, including the remuneration package and hours of work" - Heery and Noon (2001: 186)
2.3.2. Aim: to provide clear information to candidates about the organization and the job
2.3.3. A realistic preview of the job - offering a realistic description of the nature of the job
2.3.4. A marketing document that seeks to make the job look attractive to potential applicants.
2.4. Person specification/competency profile in the recruitment context
2.4.1. Aim: to provide a profile of the ‘ideal’ person for the job ( provide a framework to assess how close candidates come to being the ideal)
2.4.2. is a document which describes the personal skills and characteristics required to fill the position
2.4.3. Person specification models
2.4.3.1. Rodger seven-point plan in 1952
2.4.3.1.1. 1 Physical characteristics: health, appearance, speech and manner.
2.4.3.1.2. 2 Attainments: educational/professional qualifications, work experience
2.4.3.1.3. 3 General intelligence: intellectually capacity
2.4.3.1.4. 4 Special aptitudes: skills, attributes or competencies relevant to the job
2.4.3.1.5. 5 Interests: work related or leisure pursuits that may have a bearing on the job
2.4.3.1.6. 6 Disposition – job-related behaviours
2.4.3.1.7. 7 Circumstances: for example domestic commitments or ability to work unsocial hours.
2.4.3.2. Munro Fraser five-fold grading system in 1954
2.4.3.2.1. 1 Impact on other people
2.4.3.2.2. 2 Qualifications and experience
2.4.3.2.3. 3 Innate abilities and aptitude
2.4.3.2.4. 4 Motivation: a person’s desire to succeed in the workplace
2.4.3.2.5. 5 Adjustment: personality factors that may impact on things like ability to cope with difficult customers.
2.5. The ‘ideal’ front-line tourism and hospitality employee
2.5.1. Right attitude and appearance
2.5.2. Social and interpersonal skills: responsive, courteous and understanding with customers
2.5.3. Physically embodying the company image
2.5.4. Self-presentation, or aesthetic, skills
2.5.5. ‘soft’ skills are prior to ‘hard’ technical skills