招聘要素【外文翻译】

1、原文：Recruiting RequisitesChapelle,Tony.There is a world full of terrific people and you would be surprised at how many of them are looking for a good offer. The question is how do you get them to want to work with you!Marketing to prospective staff members is no different (and no less important) than

2、 marketing to your guests. If you create a strong magnet, you will pull in more good people than you can believe! As it is with your guests, nobody is likely to walk in the door if they donkt now that you are there or what you have to offer. This brings us to the subject of recruiting.Looking for th

3、e Sparklers Don t underestimate the value of a well though-tout recruiting program. Part of the job is to identify the best of those candidates who apply; that part often receives a lot of attention. But you also need to have a good system in place to ensure that your candidate pool is always being

4、replenished with high quality candidates to choose from. Never forget that the success of your operation depends on the quality of your staff.Recruiting should be an ongoing project. You always need to be on the lookout for what Mike Hurst of Ft. Lauderdales 15th Street Fisheries called a sparkleis

5、that natural talent who instinctively knows how to delight your customers and brighten up your operation.You cannot afford to let a sparkler get away when you run across one. If youdo, by tomorrow, he or she will be helping to build the business of someone else operation.Another key point to keep in

6、 mind is that the people you most want to hire may not be actively looking for work. They may not even be employed in foodservice right now.The simple fact is that you have to market for staff the same way a restaurant orother business markets for customers. You may have built a great foodservice de

7、partment, but you canat ssume that sinceI vbe uilt it, they will come.If your facility is a great place to work and you have a great opportunity to offer, you have to take that message to the market.Good people are not likely to be out wandering the streets. Good people already have a job. They may

8、not be thrilled about where they are or what they are doing, but they definitely are not unemployed.That means you will need to cast a wide net in your recruiting efforts (see sidebar). But even the greatest recruiting idea will not help you if your execution or follow-up is poor. For example, leavi

9、ng blank employment applications with a high school guidance counselor is a great idea. However, unless you regularly stay in contact with the school to see what interest has been generated from the students, you may miss a potential star.What to Tell ApplicantsOne thing I always advise is that you

10、review how you respond when someone asks, Are you hiring? The correct (and only) answer should be, Wea re always looking for good people. Here is an application, along with a letter that explains what we are all about. Take them home and read the letter first. Then, fill out the application and give

11、 us a call to set up a time tot alk. The letter sets forth your department gso als and objectives, outlines the application procedure, sets forth what your organization expects from applicants and what they can expect in return. It helps assure that every applicant is equally informed and provides a

12、 valuable self-screening device.You ll want to attach the same letter to employment applications you leave with that high school guidance counselor and others in your recruitment network. It is a much more effective way to get good employee prospects to contact you.Here s my cardOne of the most pote

13、nt (and most overlooked) recruiting tools is the business card. We mentioned that your best prospects probably already have jobs. In yourday-to-day travels, when you run into someone who impresses you with his or her attitude or eagerness to serve, give them one of your cards. You might say somethin

14、g like this: I have been very impressed with the service you have provided me. Handthem your card. If you know of someone like yourself who mighte b looking for an opportunity, please have them call me. In general, it is best to avoid a direct approach. Most people who receive this kind of complimen

15、t will keep the card for reference and will very often contact you themselves if they get to a point where they want to change an existing situation. But even if they are happy where they are, they may pass your card along to a friend. Good people tend to hang out with good people. When you make a s

16、tranger with the right kind of attitude part of your recruiting network, you are much more likely to find candidates of the same caliber from unexpected sources.Think of how powerful this tool could be if everyone on your staff had business cards and was continually on the look-out for good people.

17、What? You say you can t afford to give everyone business cards? Consider it this way: if you have 50 people on your staff and if you can get 500 business cards printed for about $10 that means you would be looking at an investment of about $500 to get cards for everyone.Your Best AdvertisementIt as

18、clich éth at word-of-mouth publicity is the best kind you can get. But a number of operators have found that truly harnessing that idea can pay off. Taking conscious and deliberate efforts to consistently ask and remind staff to keep their eyes open for prospective hires;h es found the results

19、astonishing. Youbde surprised how many of your own employees do know people that need work, he says. About 90 percent of our current utility pteoat mw ashers and tray deliverers have come from referrals.Although Almeida hasnht ad to implement one, often a monetary incentive program helps with referr

20、als. The food and nutrition services department at Fairfax County Public Schools in Virginia offers recruitment bonuses of $200 for employees who bring aboard a new worker part time or full who stay more than 90 days. There are some employees who ll recruit five, six, seven people a year. It addsup

21、to be quite a bonus, says Food and Nutrition Services CoordinatoHr eArmbayl , SNS. Wor-dof-mouth is one of our best ways of finding new employees.At Bryn Maws, Chung-Templeton awards a $500 referral bonus after a new full time employee has clocked in 90 days.The current workers know the culture and

22、areinvested in helping out any new employee they bring in, sh e explains. Really working this system is cheaper than placing a $2,000, four-line ad in the Sunday paper, and it mso re effective, too. Since we veb een pushing the idea of word-of-mouth referrals to our employees, weve been selling posi

23、tions faster and having people stay longer. In a slight twist on the concept, Chung- Templeton also keeps up personnel-oriented dialogues with industry colleagues at other colleges and universities in the area.I know it seems countre-intuitive to ask another operation for their ?rejects,it s really

24、not the case, she explains.Just because someone might not be right forone college doesn t mean they might not be right for another. Sometimes, its jumatter of timing you might come across a good applicant and think, ?If only I had a position for this person! Well, another operation nearby just might

25、. Weve actufilled quite a few positions very successfully that way.During the academic year, student part-timers comprise about 40 percent of Chung-Templeton wso rkforce. But in the summer, to keep abreast of conferences and other programs conducted on campus; she had difficulty filling spots until

26、she took to emailing staff and faculty to invite their high school and college-aged children to apply for summer jobs with her department.It works out well for us. They get toride to work with mom or dad, so they show up on time.Another way Chung-Templeton lures prospective employees is to offer tem

27、porary workers a higher rate per hour than normal, but no benefits. Thisg ives them a chance to try out the position. Weve had a couple of miscellaneous temporaryemployees go this route and then switch over to full time.Overlooked Applicant Pools?At SAS, the business intelligence software company in

28、 Cary, NC, FoodserviceManager Julie Stewart has, for a decade now, staffed the entire dish rooms in both of her caf és with autistic employees she has met through the University of North Carolina TsE ACCH division (Treatment and Education of Autistic and Related Communications-handicapped Child

29、ren).Weh ad begun doing job trials with students with developmental disabilities, and were introduced to the TEACCH program when we first became interested in hiring a student supported byt he organization, she says.Currently, Stewart employs seven full time people all adults now with backing from t

30、he program, which supplies two trained, and onsite job coaches. One coach in each location daily supervises and encourages the workers. Bfeore we found these employees, we were constantly trying to fill those dish room positions, Stewart says.Our autistic employees need routine and structure, sothe

31、dish room duties are a good fit for them. Theyre also very dependable, and theyachieve satisfaction from their jobs.In fact, in the 10 years since she began her affiliation with TEACCH, Stewart has lost only one employee from the program, which just happened to move out of the area. The rest have be

32、en here the whole time, and they led to comree t oth wrilork every day. Before learning about TEACCH, Stewart had already begun working with special education students from Wake County high schools in an informal arrangement, bringing in students a few hours a week to learn job skills in exchange fo

33、r their help in the kitchens.But in recent years, she organized the effort into a full program, also pulling in adult students from the Compensatory Education Program at nearby Wake Technical Community College. Students now work through four modules of training, from customer service and cleanup to

34、salad, entree, and then bakery preparation. About 20 students participate in the unpaid internship program per year, working about four hours a day, two to three days a week. Theyp rogress at their own pace, some getting through just one module, and others making it all the way, S tewart explains. I

35、th as proved invaluable for thestudents to work in an actual business environment rather than a simulated setting in the classroom. This way, they learn job skills firsthand, and experience what its liketo be in a workplace.Culture and ClimateCorporate culture can also help recruit and retain employ

36、ees. Effecting change on that end is no easy task, but a look into how other companies and organizations operate could help get the ball rolling.As AHRE s Solomon notes, the companies always cited as best to work for havem ade sure to establish a balance in work and life. Companies that are really l

37、istening to their employees and asking them what they want are inspiring passion that will keep them in their jobs - things like sabbaticals, and different days off that work better for particular employees.llOf course, an excellent benefits package can work wonders for recruiting, if your organizat

38、ion is lucky enough to have one. At Fairfax County Schools, Herbal notes that complete benefits cover even part time workers starting at three hours a day, five days a week. It s such a strong draw that out of 1,100 hourly positions, she maybe 10 vacancies to fill at the beginning of each school yea

39、r. With 11 paid holidays, full health coverage, ten sick days, a supplied uniform, retirement benefits and one free meal per day, its a hard package to beat.sheBryn Maws College requires all freshmen students who want a job on campus to work for dining services. That translates to about 200 to 220 a

40、utomatic part time employees a year. Director Chung-Templeton notes that some students jokingly or not so jokingly refer to it as indentureds ervitude, but in truth, the department ends up retaining about 50 to 55 of the students in subsequent school years as supervisors. They see that there rse all

41、y growth potential, elevation and responsibility, and end up wanting to continue working for dining services,资料来源 : Chapelle,Tony.Recruiting Requisites. Food Management.2007(42):P24-26.译文：招聘要素Chapelle,Tony.存在着一个拥有了不起人民的的世界， 其中让你感到惊讶的是他们有多少人 正在寻找一个好的建议。问题是你要如何让他们希望与您合作！向准工作人员进行市场营销与营销你的客人并没有什么不同（同样重要

42、） 。 如果您创建一个强有力的磁铁， 你会吸引更多优秀的人才， 他们可以让你更值得 去相信！正如对待您的客人一样，如果他们不知道你在那里或你提供的是什么， 没有人会走到你的门口，这就是我们招聘的主题。寻找“人才”不要低估深思熟虑的招聘计划的价值。 一部分工作的是确定那些候选人中谁 最适用，这部分内容经常受到广泛的关注。 但你也需要有一个好的制度， 以确保 您选择的候选人始终得到高质量的候选人人才库补充。 永远不要忘记您行动的成 功取决于你员工的素质。招聘应该是一个正在进行的项目， 在迈克赫斯特堡你总是需要重点关注。 劳 德代尔堡的第 15 街被渔业称为“电光花。”他们本能地知道如何取悦你的顾客

43、 和使您的操作透明化。当您运行跨越之时你不能摆脱一个“焰火”， 如果这样做， 明天，他或她将 帮助建立经营他人的商业。另一个要记住的关键点是， 你最想聘请到的是寻找工作积极的员工。 现在他 们甚至不受雇于餐饮服务。一个简单的事实是， 你有工作人员向市场推出相同方式的餐厅或其他商业市 场的客户。 您可能已经建立了一个伟大的食品服务部门， 但你不能假设“因为我 已经构建了它， 他们就会来市场。 ”如果你的工作场所在一个伟大的地方， 你有 一个很好的机会，你必须采取行动把这一信息转达给市场。一般的人不太可能出来在街上游荡， 因为他们已经有了工作。 他们未必紧张， 他们是在哪里，或者他们在做什么，但他

44、们肯定没有失业。这意味着你需要在注意不你招聘工作的范围（见侧栏） 。但如果你的执行或 后续工作差， 即使是最好的招聘想法也不会帮助你。 例如，留下了高中辅导的空 白就业申请是一个好主意。 但是，除非你经常与学校保持联系已经生成从学生的 兴趣看，否则你可能会错过一个潜在的明星。如何辨别真假申请人 我一直提醒的一件事是， 当有人问， “你正在招人？”你回想下是如何回应 的。正确（仅仅一种）的答案应该是，“我们一直在寻找优秀的人才。这里是一 个应用程序，以及一封信，说明了我们是什么。第一次把他们接回家阅读该信。 然后，填写申请表，并给我们打电话确定谈话时间。”信中阐述了你的部门目标和目的， 概述了申

45、请程序， 规定了您的组织如何期 望求职者他们可以期待什么作为回报。 它有助于确保每名申请人被平等对待， 并 提供了宝贵的自我检查工具。在您的招聘网络上， 您要附加相同的信函， 这是您的高中指导就业申请， 其 他人请离开。这是一个让有前途的好员工与您取得联系的有效方式。这是我的名片 最有力的一个（也是最容易被忽视）招聘工具就是是业务名片。我们提到， 您最好的前景是你已经有工作。 在你每天的日常旅行， 当谁的态度或渴望给你留 下深刻印象， 你给他你的一张卡。 你可能会说这句话： “你为我提供的服务我印 象一直非常深刻”或“如果你知道自己喜欢的人， 那可能是一个寻找机会， 请让 他们给我打电话。”一

46、般来说，最好避免直接的方法。 大多数获得这种机会的人往往将会继续通 过名片与您联系，如果他们得到自己的工作岗位，想改变现有的局面。不过，即 使很荣幸知道他们在哪里， 他们可能也会通过您给朋友的名片找到你。 善良的人 往往要有良好素质点缀。 当您用合适的态度对待你招聘网络的一部分陌生人， 你 更容易从相同口径找到意想不到的候选人。想想此工具在您的工作人员中起到多么强大的作用， 如果每个人都拥有名片 并且不断的寻找优秀的人才。什么？你说你不能让所有人有名片？可以这样说： 如果你拥有员工 50人，如果你能得到约 500 个印有 10美元的业务卡，这意味着 你将有可能为大家投资约 500 美元在卡上。

47、最好的广告这已经是老调重弹了 , 口碑是你能得到的最好宣传。但是许多经营者发现真 正利用这种主意可以用钱得到的。竭尽全力地努力是否能够始终如一 , 这提醒员 工要拥有将来被雇用的眼光 , 这个发现令人吃惊。“你会惊讶地发现许多你自己的员工知道他们需要工作 , ”他说，“我们目 前大约有 90%效用的团队 , 像洗锅碗的和送托盘的员工来自转职。” 虽然阿尔梅达还没有实施 , 经常的货币激励计划帮助与咨询。食品和营养服 务部门为维吉尼亚州费尔法克斯县公立学校提供 200 美元招聘奖金为那些能够 带来新工作者的员工 - 兼职或全职前提是他们留在公司超过 90天。“有一些雇员一年招来五 , 六,七人，

48、这意味着有相当额外的奖金。 ”食品营 养师艾米赫本说，“口碑是我们找到更多的员工的最好的方法。”众邓普顿奖 , 在布瑞恩通道有 500美元的奖金为那些 90天都打卡上班新全职 员工。“工人们知道文化和被投资在帮助他们带来新员工 , ”她解释说，“这个 系统的工作比放置一个 2,000 美元，星期天四版的报纸广告便宜， 更有效。 既然 我们已经让口碑来介绍我们新员工， 那么我们在销售岗位应该有让人们停留更长 时间的想法。”在概念上的轻微的扭曲 , 也能让众邓普顿继续和那些在其他的学院或大学的 业界同仁对话。“去让另一个机会来拒绝 , 我知道这似乎有悖常理，但是它真的不是想的 这样的。”她解释说， “只因为某人不适合有一所学校， 但这并不意味着他们可 能不会对另一个合适。有时问题其实是时间你会碰到好的申请人和思考 “如果我有此人的这个位置”， 有时候这样的机会可能就在附近。 我们曾经有相 当多成功的例子。学生在学校 , 包括兼职撰稿