‘HRM involves the acquisition, development, reward and motivation, maintenance and departure of an organisation human resource’ R. Stone(1998).

In your teams please discuss and explain the above Human Resource Management overview flowchart.

________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Hospitality is a service industry. And people are the centre of any service industry.

Therefore in hospitality in particular your people are the face/body and soul of your business.

An important characteristic is that for many hospitality operators the primary source for enhancing competitiveness is through harnessing the organisation’s human resources.

Human resources have been proposed as one of the most important sources of competitive advantage in the modem global environment

                                    .

Starts with selecting the “right person for the right job at                   

                         the right time”

These are the main areas that need to be considered when recruiting and selecting staff for a business. Namely:

�  Legal considerations

�  Preparation

�  Screening

�  Assessment

�  Selection

�  Offer & Induction

Discuss your interview experiences with the class, what was good and bad about your experiences.

________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Legal consideration

Ensuring and monitoring conformity with all employment legislation eg:

O.H&S & E.E.O

Making required government returns (fringe benefits tax, EEO reporting)

Legal requirements, in relation to certification

Preparation

Requisition forms, job analysis, selection criteria, position description & specification

Training involved

Decision on recruitment and selection strategies

Screening

Telephone

Selection criteria applied to applicants

Selection assessment events organised

Assessment

Interviews

Tests

Reference checks

Selection

Analyse information for all applicants

Comparison & report

Offer & Induction

Letters - successful & unsuccessful applicants

Induction process

Probation period

Giving people a fair chance to succeed without discrimination based on unrelated job factors.

Discrimination in the field of employment is prohibited by State and Commonwealth law.

Any staff member to be employed will be, in adherence to the current Equal Employment Opportunity legislation. All externally sourced staff members are to be educated at induction, in matters pertinent to EEO and its relevance to daily interaction with others.

Job analysis plays a central role in equal opportunity law compliance. An employer must be able to show that its screening tools and performance appraisals are related to specific job performance.

Complete Group Activity 1 – Work Book

�  Workplace discrimination

�  Affirmative action

�  Sexual harassment          

Affirmative Action

Involves programs undertaken by an organisation to achieve equal opportunity for disadvantaged groups in its workforce

Direct Discrimination

In Australia, most programmes are directed at women workers.

When one person treats another person who has one of the specified attributes less favourably than someone without those attributes.

Indirect Discrimination

This occurs where a person seeks to impose a condition with which someone with one of the specified attributes cannot possibly comply, although others can.

EEO

The following Acts are the basis of EEO legislation

Anti discrimination act 1977

Victorian Equal Opportunity Act 1995

Human Rights and Equal Opportunity Act 1986

Race Discrimination Act 1975

Sex Discrimination Act 1984

Disability Discrimination Act 1992

Affirmative Action Act 1986

To avoid breaching EEO laws employers must be specific in the skill set, knowledge (etc) required of applicants in all areas of the recruitment process. Especially the job description and job advertisement

Discrimination Activity 2 – Please click here for the activity document

 Discuss the impact of discrimination in your workplace or college

The Australian Government has introduced the Fair Work Bill 2008, which, once passed, will put in place a new workplace relations system built on:

�  A fair and comprehensive safety net of minimum employment conditions

�  A system that has at its heart bargaining in good faith at the enterprise level

�  Protections from unfair dismissal for all employees

�  Protection for the low-paid

�  A balance between work and family life, and

�  The right to be represented in the workplace.

�   

The Fair Work Bill 2008 also establishes Fair Work Australia. Fair Work Australia will act as a one-stop shop for information, advice and assistance on workplace issues.

The first step in the new reforms was the implementation of the Workplace Relations Amendment (Transition to Forward with Fairness) Act 2008, which came into effect on 28 March 2008. This Act prevented anymore individual Australian Workplace Agreements being made and enabled the Australian Industrial Relations Commission (AIRC) to start the process of award modernisation.

The second step was the introduction of the Fair Work Bill 2008. This Bill will be considered by a full Senate Committee inquiry.

The Fair Work Bill 2008 is to commence on 1 July 2009, following its passage through the Parliament.

The new safety net of modern awards and the National Employment Standards will commence on 1 January 2010.

The Australian Government will introduce separate transitional and consequential legislation in the first half of 2009 to ensure a smooth, simple transition to the new system.

If you want more information on the fair work bill legislation you can access the web site link below.

http://www.workplace.gov.au/workplace/Publications/Legislation/FairWorkBill.htm

How will these new amendments impact Australia’s Industrial Relations laws?

_______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Freedom of Information Act 1982

It extends the right of every person to gain access to information in the possession of the Government of the Commonwealth and its authorities. Confidential information excluded from this act.

This act is a minimum standard not a maximum.

�  Contracts of Employment

�  Forming a contract

�  Probationary periods

�  Subcontractor v. employee

�  Casual and fixed term contracts

�  Changing a contract

�  Employment Legislation, Awards and Agreements

�  Minimum Employee Entitlements

�  Australian Fair Pay and Conditions Standard

�  Minimum Conditions of Employment

�  Long Service Leave

�  Discrimination and sexual harassment

�  Termination of employment

�  R.S.A 

�  Food handlers

�  Food safety supervisors

For more information

Visit: http://www.workplace.gov.a

Preparation - Identify short-term recruitment needs

Not all recruitment is concerned with just filling an empty position. Some positions need to be created.

Identify short term-term recruitment needs based on monitoring of service and efficiency levels in the workplace.

A Staff requisition form is a written request or order for a new employee/position.

This is part of the preparation step.

Staffing requisition forms should be approved by the head of the department, finance and any other relevant departments.

An approved Staffing Requisition form authorises the hiring department to begin the recruitment process. It also authorises the Human Resources Department to make an offer of employment to the most qualified candidate.

A position description/job description should accompany a requisition from detailing the key functions that are needed to be performed.

Staff requisition Activity 3 Please click here for the activity document

 Design your own staff requisition document

Job analysis is an investigation of the tasks, duties and responsibilities of a job.

And the essential qualifications, skills, knowledge and abilities a person needs to be able to perform the job adequately.

Job analysis is also conducted to ascertain how the job adds value to the company and what selection criteria should be developed for the recruitment process

Job analysis is normally conducted in the form of an interview. The interview will generally be of the person who is leaving the job role and supervisors or managers who will be in charge of the newly created position.

The questions in a job analysis interview should come under the following headings.

�  Skills and Responsibilities

�  What qualifications are needed or desired for the position

�  How many employees the position is responsible for.

�  General activities of those employees.

�  The level of independence executed.

�  Organisation and motivational requirements of other employees.

�  The experience required related to day to day activities.

�  Training necessary and time to be allocated. ( Review previous training results )

�  Key Result Areas and how they are accomplished and monitored.

�  Physical demands assessing if any special circumstances are present.

Working Relations and Contacts

The working dynamics inclusive of methods to be followed, reporting and results

Who the successful candidate would be working with and where?

What departments and outside organisations does this person need to be in contact with.

Sensitivity & Security

If this employee is privy to confidential information about: Personnel, salaries, policies, finances, business secrets.

Does this position call for security measures involving handling of cash, banking duties & handling valuable assets?

Relevance to operating expenditure and budget

If mistakes occur how critical can they be and who is accountable.

Anything else that could possibly compromise the company

Job Analysis Activity 4 Please click here for the activity document

Analyse your current position or one of your colleagues

The selection criteria is a set of ‘rules’ for evaluating and deciding whether or not or to hire a candidate

The criteria can be:

�  Qualifications/Education

�  Experience

�  Special skills

�  Physical requirements

�  Abilities

�  Aptitudes

Selection criteria need to be applied to all stages of the recruitment process. As you need to ensure you get the right person. Especially when advertising.

By applying selection criteria we are screening the candidates.

Selection Criteria can be broken down into two parts,

�  Essential criteria and

�  Desirable criteria

Essential criteria: They must have these to get the job.

Desirable Criteria: Would be good if they had these but not essential

To ensure employment is fair and compliant with EEO policies we need to ensure the selection criteria is VALID & RELIABLE.

Validity

How well the selection technique used measures what it claims to measure.

Will it have an effect on the person’s ability to perform the job.

Reliability

The extent to which a measure is consistent and dependable

Criteria Job Activity 5 Please click here for the activity document

 List the criteria required to perform the task of head wait person in a silver service restaurant

The purpose of the position description or job description is to give a clear understanding of the responsibilities required to fill the position This is a vital reference document.  Evaluation and comparison should be carried out by the supervisor of the incumbent and Human Resources at the end of the Job Analysis before it is sent or handed over.

The following must be included in a job description

�  Job identification

�  Job summary

�  Relationships

�  Responsibilities

�  Duties

�  Authority

�  Standards of Performance

�  Working Conditions

Job Identification

�  Job title, should be similar to that stated in an agreement or award

�  The Date the position description was written

�  Location of the position

�  Salary (optional)

Job Summary/Position Statement

�  Describe the general nature of the job, listing only the major functions or activities.

�  What is the person accountable for doing?

�  What or who are they directing?

�  To serve what purpose?

Relationships

Shows the relationships the job holder will have will people both inside and outside the company.

�  Who they report to

�  Who reports to them

�  Who they Work with

�  Outside the company

Responsibilities/Tasks/Key Accountabilities

Detailed list of the jobs actual responsibilities and duties and key accountabilities

These are what you can determine the success of an employees performance

Duties

Any additional duties or tasks that may be required of the employee that are not key accountabilities.

Authority

Defines the limits of the job holder’s authority on:

�  Decision making

�  Supervision of personal

�  Budget limitations

�  Purchasing requests

�  Discipline

�  Human Resource activities

Standards of Performance

Some position descriptions also contain standards of performance. The standard that the employee should achieve the Key Accountability’s/tasks and duties.

E.g. K.A. - Manage Food & Beverage staff roster

Rostered hours should be under 30% of business expenses

Staff should not be rostered over their recommended amount of hours

Rosters should be posted 10 days in advance

Working Conditions

General conditions involved in the job

�  Noise level

�  Hazardous Conditions

�  Desk job

�  Standing

�  Driving

The job description may also involve requirements to work overtime, public holidays, lifting heavy objects, and travelling long distances

Remember to look in the Award or agreement that covers your organisation, as they set the standards for the job description.

You must be very careful that you do not set standards that are above what is expected of the employees pay level and grade.

Position Description Activity 6 Please click here for the activity document

 Create a position description for a sous chef in busy hotel bistro

After you have determined the job description you are then to determine the person specification.

The best person suited to do the job is the person specification.

It describes an imaginary, ideal job holder.

What must the person “know” or be “able to do” in order to do the job well.

You can list the competencies a person requires to perform the job well or you can go into more detail by specifying the “skills, knowledge and attributes” that underline the competencies.

What does it take in terms of:

�  Education

�  Intelligence

�  Training

Person Specification Activity 7 – Please click here for the activity document

 Complete  a person specification for sous chef required for a busy hotel bistro

Make sure all of these directly reflect the needs of the job.

If you set them too high you may find it hard to fill the position.

Or you could even fill the positions with people who are over qualified, who will then get easily board of the position and leave.

The Law

Although employers are not legally required to use position descriptions it is highly advisable for them to do so.

All EEO and antidiscrimination legal actions will always ask ‘what are the essential functions of the job?’

If an employer cannot answer and prove these then they can be in trouble.

An essential job function is one that which either forms the reason the position exists, or is such a highly specialised function that the person doing the job is hired for his or her expertise or ability to perform that particular function.

There are many different ways organisations can source staff.

The following are some examples:

�  Newspapers- local/national

�  Employment agencies

�  Word of Mouth

�  Internet

�  Television

�  Radio

�  Job Boards/Notice Boards

�  Internal/job promotions (etc)

�  Signs in Shop windows

�  Internal and External Recruitment

The type of advertising you use to recruit staff will depend on your budget, size of company, type of person you are looking for (etc).

Group Advertising Activity 8 Please click here for the activity document

In teams of three select your media outlet and create an advertisement for assistant manager for a busy hotel that has food, bars, entertainment, gaming and a bottle shop.

While advertisements are important in recruitment, they need to be supplemented with other strategies. Circulating information about the vacancy as widely as possible is necessary to develop a large and diverse pool of applicants. In some instances targeting of specific individuals may be useful.

A draft layout of the advertisement will be sent by any Recruitment agency involved.

Most companies post position vacancies on the company bulletin board seeking to fill permanent positions internally first.

The media used externally will vary, depending on whether the search is local, national or international.

The Company’s web site should have a “Positions Vacant” section updated by the Human Resources Department.  It is common practice (although not limiting) that all applications will be received via email inclusive of candidate’s resumes

All Advertisements should include at least the key points of Skills, Responsibilities, Working Relations and Contacts as determined from the Job Analysis. The name of the appropriate contact with fax, email, postal address and phone number should also appear.  In the interest of Company security the degree of sensitive information the position is exposed to should only be indicated.

All advertising should be professionally presented to maintain the Company’s image while attracting the best candidates

A closing date should also be specified on the advertisement.

Writing Job Ads

You must remember your advertisement is also your product, you are not just advertising the position but your business as well.

Good job advertisements firstly attract the right attention. You need to create desire, relevant interest, and provide clear instructions for the next step of the process.

 You also have to make sure you are not breaking any anti discrimination laws.

Job Advertisement Criteria

Before you post your job advertisement you must firstly decide upon your advertising criteria.

The criteria should come under the following topics

a.) skills, qualifications, responsibilities

b.) working relations

c.) contacts

d.) sensitivity & security

Do’s

Use one simple heading

If a prominent organisation, make the organisations name a prominent part of the advertisement. (only if you do not want your competitors to know you are recruiting)

Easy to read

Simple language

Short sentences

Bullet points

Refer to the reader as ‘YOU’

Stress what is unique about the job

Attention grabbing banner top right hand corner

Use simple font styles

Don’ts

Do not WRITE IN CAPITALS or ITALICS

Use too many different colours

Clever or Obscure Headings

Give too much technical detail

Use a ridiculously large advertisement

Do not refer to the following in your advertisement:

Age

Race

National origin

Gender

Physical or mental disability

Religious beliefs

Marital/dependant status

Big is not always better

Over design graphics

Use too small a font

Advertising Activity 9 Please click here for the activity document

What impact could a badly written advertisement have on a business?

Writing a Job Advertisement Activity 10 Please click here for the activity document

Design an advertisement for group hiring. Use background and header for a logo

To avoid ending up on the ‘I can’t be bothered reading’ pile it is important that your resume gives all the necessary information an employer needs without being an essay of your life.

Your resume sells you. Your resume will be the key to getting or not getting a job.

Your resume will include:

�  Name & contact information

�  Qualifications

�  Employment history, brief description about job roles

�  Time worked for each job

�  Professional awards and achievements

�  Interests

�  Referees – must let referees know

Do’s

BE TRUTHFUL

Use a minimum of 11 font size

Use the white space

Keep it brief

Attach a cover letter

Proof read carefully

Chronological order, most recent to least

Write the resume to fit the job

Try to stand out from the crowd

Number/name each page

Limit pages 1-3 recommended

Do not bind into a folder

Don'ts

Have spelling or grammar mistakes

Go over 3 pages in length

Use too much detail

Say your previous salary/wage

Use insider language/abbreviations

Give information that may excite the readers prejudice

Include information that is not relevant

Sample Resume on the following page

Resume Activity 11  Please click here for the activity document

Create a resume for yourself

RESUME FOR   PETER PAN

36 Misty Road

Never Never Land  NSW  2000

Mobile:  

Home:

Email:

PERSONAL DATA (OPTIONAL)

Birth date:       

Nationality:     

Height:

Weight:           

Health:

EDUCATION & QUALIFICATIONS

                                                                Level Reached             School or Institution

2007                                                        Degree in  Magic                Uni. of Never land

2006                                                        Diploma in Flying                Macquarie Uni.

2005                                                        Cert IV in sword work         D.E.T

2003                                                       Certificate IV in Wizardry    Institute of TAFE        

1999                                                        Certificate in First Aid          Red Cross

RESUME FOR PETER PAN

EMPLOYMENT BACKGROUND

March  2006 – Current

NAME OF COMPANY HERE

Name of Job title here

Role including:

Fighting captain hook

Working with and supervising the lost boys

Learning to fly

Meeting with Wendy and Tinkerbell

Jan 2004- March 2006

NAME OF COMPANY HERE

Name of Job title here

Role including:

Making cakes

Supervising staff

Ordering stock

PERSONAL INTERESTS

Swimming

Cycling

Flying

Gymnasium

Professional and recreational literature

Cooking

REFEREES

Name Here

Title of job held by referee here

Phone number here

Name Here

Title of job held by referee here

Phone number here

The job of a cover letter is to sell you, the person, to an employer.

A resume outlines your skills and experience for a job, whereas a cover letter is designed to grab the employer’s attention through well written prose.

Make it a short and sweet sales pitch.

Use paragraphs

If you know the managers name, use it

Be truthful

Don’t make it longer than one page.

Sample cover letter on the following page

Cover Letter Activity 12 Please click here for the activity document

Apply for a position of barperson at the Union Hotel in North Sydney

Cover Letter Activity 13 Please click here for the activity document

Apply for a manager's position at Union Hotel in North Sydney

Your Full Name,
Street Number and Name,
Suburb, state, postcode
Tel: Your phone numbers

 

To Mr/Ms Full Name,
Title,
Company Name,
Street Number and Name,
Suburb, state, postcode.

Dear (correct name of contact),

I wish to apply for the position of Call Centre Supervisor as advertised in The Age on October 2004. The job reference number is 123456.

I have enclosed my resume to provide you with an overview of my experience and training. I have 10 years experience working in call centres and a solid commitment to this important customer service field. My most recent position has provided me with two years supervisory experience as team leader of 20 staff.

I wish to build on my achievements and take on a management position in this area. To assist me in this goal I have recently completed a six-month course in Managing Customer Service Centres. As a result, I can offer you a combination of practical experience and up to date theoretical knowledge.

I would be very pleased to discuss my application further with you at your earliest convenience. Please contact me at the above address so that I can provide you with any additional information you may require.

Yours sincerely,

(Signed)

Print Your Name

04 April 2009

You should apply the selection criteria to the resumes.

First look at the essential criteria:

�  Do they have the essential qualifications first?

�  Do they have the essential experience?

�  Do they have the essential skills?

This will cut out many applicants.

You won’t start to look at the cover letters until you have a shorter list of applicants.

You must then decide how many applicants you wish to interview.

This number will be decided upon by the amount of applicants, the time and money you have available to interview them.

Check the quality of the Resumes

Put into piles of Yes & No & Maybe

The amount and type of interviews/selection tests will depend on the size and wealth of the company.

The standard assessment process would be the following:

�  Telephone screening

�  Initial interview

�  Final interview

�  Optional selection test

�  ( mathematical testing or psychological testing or practical application testing)

Telephone screening is a useful step in the selection process but is often skipped over.

This step will generally occur when organisations have to interview a large number of candidates.

Interviews cost time and money, so you need to ensure that you are not going to waste your time by interviewing unsuitable applicants.

Applicants can be untruthful in resumes, so it is best to firstly telephone screen them before you bring them in for an interview.

Telephone screening involves asking a variety of short questions over the phone.

�  Did you apply for the position…….

�  Are you still interested in the position…..

�  Are you currently working, why, why not…..

�  What is your availability…..

�  Are you aware of hour working hours and location…..Is this suitable for you……..

�  If you were to be successful how soon could you join us………

�  Why do you want this job?

This is a great chance to judge their communication skills which are essential in hospitality.

If the candidate passes the telephone interview they will then be scheduled for a face-to-face interview.

Initial Interviews

Initial Interviews will either be one-on-ones or group interviews.

One-on-ones can either be structured or unstructured.

Smaller establishments such as cafes who have not had a lot or HR training will commonly use unstructured interviews.

Larger establishments such as Hotels will use a very structured formal process.

Aim to listen for 60-80 % of the interview and only talk for 20-40%.

Best to have two interviewers for legal reasons and to have a second opinion.

It is recommended that you have a standardised interview guide to use for all interviews. As to be fare you should ask all candidates the same questions.

Use the computer Rooms and go to the the following Internet Sites for practice questions. www.seek.com.au/qa/interviewer.asp/, www.quintcareers.com/interview_question_database/

6 step interview process

1          Prepare for the interview

2          Put the interviewee at ease

3          Body of the interview

4          Close the interview

5          Evaluate the interviewees suitability

6          Follow Up

Step 1 – Preparation

Where

Seating arrangements

What

When

Eliminate distractions

Step 2 – Put the Interviewee at ease

Relax the candidate

Do not continue notes from last interview or be studying notes when they walk in.

Thank them

Build a rapport

Eye contact

Step 3 – Body of the Interview (use Interview Guide)

Brief overview of the organisation

Brief outline of duties and responsibilities of the position (do not give them too much information initially)

Ask open questions, not yes or no questions

Do not scowl or grunt, remain neutral to any answers

Give the candidate your complete attention

Do not take phone calls

Don’t interrupt the applicant

DO NOT TRAP or try to trip them up, it will not give them a good impression of you as an employer.

Don’t jump to conclusions

Don’t rely on your first impression

Don’t make any decisions about the applicant until after the interview

Step 3 – Body of Interview Suggested Running Order

�  Applicants work background

�  Skills & abilities

�  Knowledge

�  Aptitudes

�  Personality traits

�  Work-style preferences

�  Experience

�  Educational experience

�  Circumstances

Step 4 – Close the Interview

�  Ask if the candidate has any questions

�  Explain the next step

�  How you will be in touch

�  Thank them

�  Ask if they are still interested in the vacancy

�  Show them to the door or out of the building

Step 5 – Evaluate the Interviewees Suitability

�  Gather your thoughts

�  Make any additional notes, make them clear

�  Where did they match the person specification?

�  Complete a scoring grid if you wish to.

�  When all interviews are finished then compare the candidates.

�  Don’t rate the last person the highest, remember your interviewing skills get better towards the end.

�  Check references before making final decisions or

�  Make a job offer with application form, make sure the applicant then knows it will be subject to reference checks

Step 6 – Follow up

Ring up the successful candidate and congratulate in person, ensure they still wish for the job and have not taken another one.

Legal Requirements

Only ask questions that relate directly to the job requirements

Do not treat families or minorities differently from the way you treat candidates from other groups.

Do not ask questions of applicants from a particular group that you don’t ask all the others.

Avoid indicating that you are biased for or against any particular group

Standardise the forms you use during interviews to record questions and answers. This will help you keep an unbiased record.

Do not ask about family circumstances, relationships, race, religion, trade affiliations or sexual preference.

E.g DO NOT ask the following

�  Are you married?

�  When do you plan to have a baby?

�  What is your religious beliefs

�  What clubs or organisations do you belong to?

Final Interviews

When you are holding second/final interviews you need to be more directive in your questioning.

Anything you were not sure about in the persons first interview now needs to be probed.

Scoring Grids

Useful attachment to the interview guide.

Away of judging everyone equally and reminding yourself how each person performed.

Example

Rate the applicant for each competency in the table below, using the following scale:

3 - More than acceptable and exceeds the criteria for the competencies

2- Acceptable and meets the criteria for the competencies

1- Less than acceptable and does not meet the criteria for the competencies

0- Not able to provide information

Other Selection Tests

�  Reference Checks

�  Psychological testing

�  Psychological - Can they handle the capacity or the job?

�  Personality – Are they a suitable type of person for the position. Myer Briggs personality test.

�  Mathematical, aptitude & skills

Do the applicants have the suitable basic mathematical skills to perform their job.

Suitable for cash handling positions.

�  Medical checks

Are they physically up for the job?

Not common in hospitality, more so for jobs such as police officers (etc).

Reference Checks

Validate your selection decision and protect your organisations interests.

Confirming factual information in the employees resume.

State your name and your organisations name.

Reason for the call

Brief position description

Ask about their suitability to the role according to similar skills

Ask about their general work relations such as punctuality and team work.

How can we ensure consistency in selection?

Interview guides

Document answers in the interview guides

Ensure interview questions directly relate to the selection criteria

Short listing matrix

Interview scoring sheets

Attending an Interview

Preparation is essential if you wish to give yourself the best possible chance for success.

You need to:

Research the organisation

Internet

Trade Journals

Visit the business

Rehearse the questions and answers

Visit seek, my career & career one for practice questions

Prepare physically

�  Appropriate attire to suit the type of establishment and position you are going for.

�  Enclosed shoes – In Hospitality

�  Pants, not jeans

�  Collared shirt, not T-shirt or singlet

�  Hair tied up

�  No excessive make-up or jewellery

�  No exposed tattoos

�  Make sure you smell nice J

�  Be punctual (5-10 mins early, no longer)

�  Smile

�  Use Positive Body Language

�  Tone of voice

�  Courtesy

�  Type of language you use

�  ‘It is not what you say, but how you say it’!

�  Use your Poise, enthusiasm, confidence and humour

Make sure you are well presented and not late for your appointment time.

The Last 2 Minutes

How do you know when the interview is over?

The Interviewer will ask ‘have you any more questions? ‘Your answer would be no because we hope you should have already asked your key questions.

They may also say ‘we have several more applicants to interview, we will let you know by the end of the week.’

End of the Interview

Stand, shake the interviewer’s hand

Thank the interviewer

Look them in the eye

Say you have enjoyed the interview and look forward to hearing from them

Say ‘you are excited about the prospect of the job’.

After the Interview

Evaluate your performance immediately after the interview

Which of your prepared answers went down well?

What questions did they ask that you were not prepared for?

What do you wish you’d known about the organisation before you had been interviewed.

Complete your own performance checklist

How to act if you get called back for a second interview

Review your performance in the past interview

Strengths, weaknesses, what questions stumped you?

Practice answers

Stress the relevance of experience to the job

Think before you answer questions, what are they really trying to get at?

Present yourself as the solution to the employment problem

What did the interviewer focus on in the interview?

Ask more questions of the interviewer, how do they want to see the job done?

Group Interviews/Assessment centres

Numerous applicants being interviewed at the same time. Useful when you are employing for people friendly positions that involve good people and communication skills. ‘Hospitality’.

mainly to get applicants to interact with each other and the interviews.

Watching how they interact, who are leaders, who are too controlling (etc)

Often involve:

Ice-breakers

Role plays

Scenarios

How to act in a group interview

Remember and use all the interviewers’ names

Note the role each panel interviewer plays in the organisation

Focus on the person who is asking the questions

When you are leaving try to catch the eye of all interviewers.

Do’s

Say ‘how do you do’?

Look the interviewer in the eyes

Nod your head in agreement as you listen

Take every opportunity to sell the main strengths of you work opportunity

Relate your education and experience to the job you are applying for

Be confident, enthusiastic and a sense of humour

Be honest

Ask questions if you do not fully understand what they have asked?

Turn off your mobile

If you re going to be late ring ahead to let them know

Bring in a copy of resume and cover letter

Don’ts

Sit down until you are invited to

Express reservations about the job until after its been offered and you are sure you have it

Be defensive or aggressive

Ask about money or hours or perks until the job has been offered to you.

Chew gum

Talk over the interviewer

Answer your mobile

Avoid topics or questions

Complete Interview Activity 14  Please click here for the activity document

You are the manager of the Union Hotel, please conduct an interview for the barperson position with the required documentation

Complete Interview Activity 15  Please click here for the activity document

You are the owner of the Union Hotel, please conduct an interview for the manager position with the required documentation