Abstract
The paper begins with a detailed introduction of Hotel Beacon and Lotte New York Palace, highlighting the frame of reference, the grounds for comparison and the thesis statement. The analysis that follows assesses the person-organization fit, the person-job fit, and the steps of recruiting, the applied cut-off, evaluation of abilities and personalities and finally the competency models that the firms use in the hiring process.
Introduction
The analysis presents a famous Hotel in New York, Hotel Beacon, and a successful restaurant, International House of Pancakes in Glendale, California, United States. Comprehensive qualitative interviews on the issues of recruitment and staff maintenance from managers in both institutions portrayed staggering differences regarding management and processes. The two firms seemed to operate based on different hiring philosophies, work traditional and cultural metamorphoses. The hotel defines the stature of theHospitality sector in New York while International House of Pancakes shows remarkable financial performance in Glendale, California, United States. The managers claim that the eminent record is as a result of exceptional recruitment program that they have tested over the years. As an example, Beacon uses an all-inclusive competency model, Hudson 5+1 Competency Model while International House of Pancakes applies the OSCE Competency Model. Therefore, while the processes and templates that companies utilized in the course of acquiring new employees differ, the performance is similar as long as the Human Resource Department reviews all the aspects of the procedure.
Assessing the Person-Organization Fit
Hotel Beacon prefers to promote junior employees to become managers. The general manager, also a professor at a nearby university, recruits interns from universities and trains them to become responsible company employees. Preparing fresh graduates on the job ensures that the firm gets staff members who understand all operations and requirements for the success of the hotel in the industry. The overall manager selects the outstanding individuals who stick around until such a time when a managerial post arises.
International House of Pancakes, on the other hand, delivers communication during the hiring process about the type of manager they require. Placing the characteristics of the individual who can fit in the organization eliminates the long process of qualifying the right candidate. The interview panel sets a list of queries to ask the interviewee in regards to the aspects the hiring director views an ideal manager. Questions that touch on the personality and the social attributes that the individual is interested in revealing enough background for the interviewing team to evaluate a candidate are critical.
Assessing Person-Job Fit
Hotel Beacon develops interns from University into skilled employees who can handle every aspect of the organization’s operations. The General Manger argues that it is more rewarding to increase efficiency at the workplace through increasing cultivating talent. He finds it easier to spot gifted young students and take them onboard at Hotel Beacon. He ensures that the newly recruited interns learn all the processes, employs them permanently and eventually place them as managers when a chance arises.
Conversely, International House of Pancakes conducts a thorough recruiting process anytime they are hiring a manager. The company attends to affluent economic class thus prefers to recruit experienced managers. The interviewing panel identifies the qualified individuals from a list of candidates and investigates their background information. Also, the applicants provide a longer list of referees who can attest to the claims of the contender. The director is particular about the length of experience that the incoming staff should possess. Therefore, he offers attractive wages for managers to compensate the rare achievement.
Steps of Recruiting
The HR department at Hotel Beacon follows a modest process to recruit managers. Firstly, the candidate should have worked in the institution for at least five years as a junior employee. Secondly, the supervisor must have spotted exceptional abilities in the individual’s attributes, including the capacity to lead teams and to improve efficiency. The managers convene to deliberate the concerted action to promote certain personalities into the managerial position. The process of recruitment is fair and reasonable thus giving a chance to all the long time employees the opportunity to work through the ladder.
International House of Pancakes utilizes a different process of recruiting managers. The company places a public advert requesting for interested parties to send their applications and CVs through an email. The recruitment team, with authority from the Human Resource Manager, filters the applications according to the advertised requirements. The panel calls in the selected entrant's oral interviews. The first process is to identify the individuals with proper personality and genuine qualifications. The second meeting involves drilling the applicants on how informed they are of the job description.
Applied Cut-offs During the Process
Hotel Beacon hiring process consists of self-balancing checks and balances. The general manager has not experienced a moment where he needs to cut off interns. The internship is a requirement in most universities thus most institutions, including Hotel Beacon, is not stringent when selecting. For example, in any given year the firm takes in five interns. At the end of the internship program, at least two of them are outstanding in their tasks. The hotel keeps them on probation for three months before confirming them as full-time employees. Along the way, at least one of the interns gets another job elsewhere.
On the other hand, the cutoffs are numerous due to the steps that International House of Pancakes follows to recruit fresh workers. In the first stage, the panel eliminates applicants based on the presentation skills on paper. In the second stage, the team excludes participants who sound phony and unconvincing. Oratory skills and confidence play a significant role for candidates who proceed to the next level. In the third stage, technical abilities and past achievements qualify one to become the newest member of staff.
Evaluation of Abilities
The general manager at Beacon Hotel observes talented young students with the vitality and the capacity to lead others. Also, the professor looks for somebody who can adapt fast to changing environment thus portraying a fast paced lifestyle that could be draining among older folks. Learning quickly and assessing customer requests is a basic requirement in the hospitality sector. The lecturer finds easier time sampling young talent from his lecture room since he can observe all the characters independently during talks.
International House of Pancakes hiring process, on the other hand, seeks individuals who have extensive experience in management level in the hotel and hospitality industry. Preferably, the director hires people who have worked in prolific institutions to bring their experience to the table. It is hard to find high-level personnel who would willingly leave one system for another. The CEO, therefore, offers higher remunerations than the competing organizations to convince them to work for Lotte.
Evaluation of Personality
The advantage that Hotel Beacon accrues from the method of recruiting is that the managers can observe subtle characters of the potential recruits right at the office. It is easier for individuals to pretend during one on one interview but over time, the company gets to observe the real character work. Beacon has found a way to mitigate the risk of employing the wrong person based on first impressions. The system is efficient despite the fact that the laid measures take the time to work.
Conversely, International House of Pancakes Human Resource Manager uses scientific methods to assess personality tests. In structured interviews, the interviewer designs questions to evaluate job-related skills to all interviewees. The contender who provides the best answers to the questions gets the job. However, if the interview is unstructured, the contestant is at liberty to give all the responses thus voluntarily giving away traits that the panel could have otherwise not spotted. Lotte used open questions in the second phase and structured line of questioning in the third facet.
Competency Models
The model of skills that Hotel Beacon uses during the hiring process is the Hudson 5+1 Competency model that is as a result of the extensive evaluation in reviewing more than one hundred competency models, weighing their limitations and strengths and attempting to reduce the cons in one efficient model. The five core competencies are information management, people management, task management, interpersonal management and personal management. The General Manager identifies and cultivates each of the skills with time as the fresh graduate grows with the company.
On the other hand, International House of Pancakes OSCE Competency Model that characterized by a transparent and fair recruitment process. The procedure is open to competition from the public for people who claim to be qualified for the advertised position. The model sets the basis for the human resource management and assists in improving the managerial performance with the aspect of developing a pool of talent that potentially transforms the company.
Conclusion
Hotel Beacon and International House of Pancakes recruitment processes differ in many ways. Hotel Beacon trains fresh graduates while Lotte New York Palace employs experienced workers. As such the hiring process at Hotel Beacon is free of cut-offs while International House of Pancakes eliminates several employees at the different levels. International House of Pancakes process of hiring targets experiences while Hotel Beacon targets talented individuals. Therefore, Hotel Beacon applies Hudson 5+1 Competency Model while International House of Pancakes utilizes uses OSCE Competency Model in the entire hiring process.
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