Position Profile
Time to determine the job specs
2 hours
$100.00
Advertising
Newspaper and/or online advert
$500.00
Initial Screening
Assessment of 10-15 applications and initial phone screening (30 min each application) 1 hour with 8 potential candidates
5 hours minimum $250.00
Interviews
8 hours
$400.00
Reference Checking
Top 3 Candidates
2 hours
$100.00
Final Interviews
Top 2 candidates re-interviewed by management/second person
2 hours
$100.00
Letters of Rejection
Typed and emailed out
2 hours
$100.00
Replacement Costs
Statistically, 1 in 3 employees resign or are not suitable inside the first 8 weeks - involving all costs again
Sum of all above
$1,550.00
Total
$3,100.00
• Employer didn’t have a credible recruitment process • No genuine reference checking “they said they can cook you said ok when can you start!! • Team fit work behaviours not suitable but you didn’t check genuine references • Resume said they walked on water your lack of due diligence came back to bite • They interviewed well don’t we all ,you didn’t check genuine references • Over promoted set up to fail you made that call not the employee *** • Pay and working conditions not fully understood i.e (communication/expectations/hours/inflexibility) • Seek career opportunities elsewhere • Work life family balance i.e hours of work burn out • Toxic work place ( Generally relates to leadership or management style or lack of experience ) **** Over Promoted “a great chef so I will not put them in charge!!!……and the result lost the great chef and ended up with a less than ideal manager, a common issue and the knock on effect is significant. The reality is this happens by default or design usually in high turnover organisations but in reality you may have set them up to fail. What can you do? Firstly get your recruitment right, whilst it will not guarantee less turnover it will provide your business an improved ability to get the right fit but in addition you need to know the why? Remember this, as Tasmania has small cities, regional areas and families generally preferring to not move away. Those that leave, simply reduces the potential candidates in a high demand reducing supply market. This trend will continue and the view that if you look after good people they will look after your business generally rings true. Unless you know this it is difficult to address the factors contributing to turnover and build retention. A confidential exit interview should be conducted and wherever possible this is best undertaken by someone other than the direct manager. The reason for this is that if it’s poor management or leadership that has prompted the move, it’s unlikely that you’re going to learn the truth if the line manager is asking the question. The age old saying “people don’t quit jobs they quit bosses.
But even if your staff structure doesn’t allow for this, it is important to find out much as possible about people’s motives for leaving. With this insight you can put structure and processes in place from the point of hire forward to address. If the reason is pay related do some comparisons against competitors. However it's not always pay, sometimes the conditions are the true issue but pay is blamed. Staff will often stay where they are even if pay might be slightly higher elsewhere if they have conditions that others don't/can't provide. Whilst it would be nice to give all hospitality staff every weekend and night off it isn't a reality for most businesses in this industry. What can you do? Those willing to compromise are often the ones with better retention. THA can assist with market insight on both pay and conditions. If the reason is career progression , is this maybe because you couldn’t provide a similar opportunity or didn't know they wanted it? Sounds simple but this can be avoided by strong internal communication and awareness of internal succession planning opportunities if they exist. You won't be able to accommodate everyone's career aspirations but your staff’s awareness of the opportunities to progress will retain considerably more employees than if you don't create the awareness in the first place. Communication is key! Whether your business has 5 or 500 staff effective communication is critical. This starts with the on boarding of all new recruits, expectations, standard’s and remember no surprises!!Exit interviews if and when conducted when they leave you (hopefully though this doesn't happen as often). This communication needs be a two-way process, not only do people need to know what’s going on they also wish to be heard. It can be as simple as daily briefings, weekly one on ones with their supervisor/manager, regular full staff meetings or formal and informal performance reviews and planning sessions. Encourage ideas! Create environments where your staff actively offer ideas or at least take involvement in the ideas to improve the customer experience, processes and the team environment. Whilst a negative staff member can be your greatest contributor to staff turnover a positive staff member can be the greatest contributor to your employment brand and attracting their friends/family to join your business. Good leadership: It’s the overriding key and whilst all of the above points contribute to good leadership, as a manager you are also required to provide an
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December 2017 www.australianhotels.asn.au
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