07 Training Recruitment

Provision and
Training of
Personnel
Advanced Technical Skills – FBA 11

In
Food & Beverage Service (Theory)
Mr J. Zahra
Roderick Zammit
5 January 2006
ADVANCED TECHNICAL SKILLS THEORY FBA 11
CONTENTS
Page
No
7.1 Employee Recruitment 2
7.2 Manpower Planning 3
7.3 Job Analysis 8
7.4 The Selection Process 10
7.5 What is a contract of employment 12
7.6 Importance of Training 9
7.7 Identifying Specific Training Needs 21
7.8 Training Session 22
Bibliography 24
PROVISION AND TRAINING OF PERSONNEL 2

7.1 Employee Recruitment
Employee recruitment is a central feature of any comprehensive HRM strategy

and plan for it implementation. This area is frequently the practical and professional
domain of the human recourse or personnel department within a company. As such,
this department has primary responsibility for recruiting and hiring all full-time,
permanent employees. How ever, operational areas, such as banqueting department in
hotels, may have the authority to manage their own part-time and casual work force
recruitment.
Demographic and other labour market pressures have resulted in major
changes to both recruitment methods used in the level of investment in recruitment
within the hospitality and tourism industry.
Employee recruitment has a number of divers applications for the formulation
of the HRM strategies. These include:
• The extent to which a company chooses either to invest in the development of
relatively untrained recruits or to attract skilled, and consequently, more
expensive, entrants has an impact on training needs. Selecting relatively
unskilled staff, of course, requires a compensatory investment in training.
• The potential for promotion opportunities within a firm should influence
whom the company targets for recruitment. If the company is small or family
owned or managed, for example, opportunities for advancement may be
limited and ambitious high – flyers may well leave after a short period. To
avoid this early turnover that results from inappropriate hiring decisions,
policies addressing in – company, mobility and promotion must be clearly
defined prior to establishing recruitment priorities.
• Recruitment strategies might be influenced by other organisational policies for
example, choices regarding whom to recruit and hire maybe promoted by a
company’s affirmatives action policies. These sorts of policies often require a
company to achieve and maintain an appropriate ratio of, say, male/female or
Asians-Blacks-Caucasians-Hispanics among its employees.
• Knowledge of the local labour market can influence chooses regarding whom
to recruit and how to go about this recruitment. Effective employee
recruitment depends on complete and accurate information about the labour
markets a company proposes to tap. For example, if a company defines its
labour market ‘all hospitality and tourism colleagues on a nation wide basis’, it
would be important to have information about courses, level, and the quality
of gratuities at the various institutions. In other instances, where the labour
market is confined to the immediate geographic vicinities, it might be
important for a company to have information regarding the local education,
training, and employment environment, or any of the following
considerations:
• Local school and college programme provision.
• Local employment and unemployment situations.

• Local demographic matters. For example some tourist

destinations are also popular retirement areas (Florida, Spain
and south coast of England) this could effect the priority give to
recruiting specific groups.
Collection of such information requires an element of research so that strategy
planning can be based on complete and accurate labour market data.
02
7.2 Manpower Planning
HR is the main asset of the work organisation, especially in the hospitality

industry. The high level of staff turnover, the needs for trained and experienced staff,
the need for management development draw attention to the importance of effective
manpower planning. It is understandable, therefore, that in recent years greater
recognition has been given to the importance of planning manpower recourses as well
as other economic resources.
A recent survey of steps taken to over come manpower problems in 92
organisations concludes that greater priority will need to be given to manpower
planning and human resource management as the availability of people an skills
becomes more critical. Employers will have to continue to identify the skills need to
achieve objectives and to restructure to make best use of the skills available. In
addition they will need to device human resource policies aimed at maintaining
competitiveness in the labour market and to meting employees aspirations.
The importance of manpower planning has been emphasised by the hotels and
catering EDC. The industry produces a service provided by people in face-to-face
relationships with the customer. Manpower planning should be adopted to ensure that
employment [policies from an integral part of general company policy. The type of
manpower planning advocated is one, which stresses the way in which action and
policy should be brought together.
A broad approach to manpower planning
Manpower planning should not be viewed in isolation but as an integral part of

the broader process of strategic planning. Manpower planning is linked to the
development of the organisation as a whole and should take account of external
environmental factors, for example demographic changes, patterns of employment
such as part-time, female or order workers, developments in the educational system,
the level of competition, government initiatives on employment and training or
employment legislation, and developments in information technology and automation.
It will be necessary to clarify the extent and scope of the manpower plan, the target
date and the length of the forecasts are to be made, and the amount to information and
detail operational activities, in the case of a hotel for example, the number of cleaning
staff to the number of rooms, or the number of waiting staff to the number of covers in
the restaurant.
Main stages in manpower planning
Whatever the nature and scope of the manpower plan, it is possible to identify four
main stages:

(i) An analysis of present staffing resources;

(ii) An estimation of likely changes by the target date –this determines the
manpower supply;
(iii) A forecast of staffing requirements for the target date-this determines the
manpower demand;
(iv) Measures to ensure the required staffing recourses are available as and
when required.
The reconciliation of supply and demand is the basis of the manpower plan and a
personnel management action programme.
Manpower supply forecast
In order to determine an accurate forecast of manpower supply, it is necessary to

have an effective staffing inventory and system of personnel records including
details of occupational structure and staff turnover. It is important what the record
system is kept up to record system should be able to indicate readily both more
basic details, such as the age able to converse in a foreign language.

The supply forecast must also take account of changes, additions and losses,
incremental improvements in staff experience and training, and current
programmes of management development.
Application of manpower planning
The underlying concepts of manpower planning are basically straightforward.
Although there are a number of sophisticated quantitative techniques and
computer programmes available, these should be applied only when really
necessary and most probably only in the larger units. Manpower planning can take
a number of different forms in different organisations. In smaller hotels for
example, it can be undertaken at a move basic level. The important points is the
recognition of the need for an effective system of manpower planning appropriate
to the demands and requirements of the particular hospitality organisation.
Potential benefits
The use of manpower planning offers many potential benefits. An effective

manpower plan will provide:
• Links between objectives and organisation structure, and clarification of
personnel policies;
• Information on staffing requirements for forward planning at both the
strategic level, for example a major extension to a hotel, and at the day-
to-day operational level;
• Indication of trends and likely changes in staffing recourses in order to
anticipate potential future difficulties while there is still a choice of
action;
• A trigger for the development of effective personnel strategies and
procedures, and a personnel management action programme for such
activities as recruitment and selection, training and retraining,
wage/salary levels, management development, transfers and
redeployment, early retirements and accommodation requirements.
Manpower planning involves considerable uncertainty and mistakes are bound to

occur. Forward planning is particularly difficult in the hospitality industry, which
is susceptible to changes in the external environment and customer tastes, and
seasonal patterns of demands. But manpower planning is therefore even more
important. Coupled with good communications and meaningful participation,
effective manpower planning will help to alleviate effects, which are potentially
harmful to members of staff or to organisational performance.
Staff recruitment and selection
The nature of the hospitality industry and its pattern of staffing are such that most
managers are likely to be faced frequently with the need to recruit and select For
example, the recent HCTC study has forecast that the hotel and catering industry
will need to recruit an average of 13.000 new staff with 3,000 of these skilled
supervisory and management levels. The need is for effective methods and
procedures of recruitment and selection. It is questionable, however, to what
extent performance matches the ideal .A major report by the hotels and catering
EDC was highly critical of recruitment and selection methods. According to the

report, selection methods are unsophisticated and lacking in objectivity. Managers

should adopt more systematic problem-solving methods for determining their
recruitment policy. Although the report was published some years ago, it appears
that improvements still need to be made. From a recent study of the management
of human recourses is four large hotel groups Crony found that:
The recruitment and selection process tended to be ad hoc and informal in the
majority of the groups, and even where formal procedures existed implementation
At the unit level tended to be informal. Such an approach runs contrary to the
‘human recourses management’ approach because a key feature of ‘human
recourses management’ is the importance attributed towards having sophisticated
and effective recruitment and selection procedures.
• Recognise the importance of a planned and systematic approach to

recruitment and selection;
• Assess the effectiveness of present policies and design new procedures as
necessary and
• Review the methods, skills and techniques of staff selection.
A planned and systematic approach

It is possible to identify five basic stages in planned and systematic approach to
recruitment and selection.
Stage 1 – The need to know about the job to be filled

Is the job really necessary, or can it be covered adequately by reorganising or
reallocating other jobs? If the job is necessary, what does it entail? What are the
duties and responsibilities attached to the job?
Stage 2- The need to know about the type of person to do the job
What qualities and attributes are required for a person to perform the job?
effectively?
Stage 3-The need to know likely means of attracting applicants

It is necessary to recruit outside? If so where are suitable applicants most likely
to be found? Which are the best sources of labour and methods of recruitment?
Stage 4- The need to know how best to access the candidates likely suitability for
the job.
How best should information be collected about the candidates? How should the
selection process be planned?
Stage5-The need for induction and follow-up

How best should the socialisation process be undertaken? How should new
members of staff be introduced to the `policies, procedures and working
practise?
Degree and application

In the smaller hospitality units an elaborate selection procedure may be neither readily
practicable nor appropriate, but there is still the need for a planned and systematic

approach. This provides a framework and set of principles, which should underline all
recruitment and selection. Between the larger and the smaller unit there is the
difference only of degree and application.
Underlying considerations
Whatever the procedures for the selection of staff there are 3 fundamental
considerations, which should underlie recruitment policy.
• Recruitment and selection should not be considered in isolation, i.e. simply
finding someone to do a particular job, but in the context of the overall
manpower plan and personnel management action programme. It maybe
necessarily to consider, for example, the potential for training and future
promotion, and adaptability to possible future changes in working practices.
• There is a need to consider not just technical competence and the ability to
perform certain tasks, but also sociability. In the hospitality industry it is
especially important to consider how new members of staff are likely to fit
into the social structure and membership of work groups.
• Recruitment must comply fully with all legal requirements related to
employment and follow recommended codes of practice. It is important to
ensure justice and fair treatment to all applicants, and the exercise of ’social’
responsibilities, for example the employment registered disabled people and
ethnic minorities.

7.3 Job Analysis
Before undertaking selection process managers should ask themselves: ’if you
don’t know about the job to be filled or what sort of person you are looking for, how
will recognise a suitable candidate when you see one?’ This underlines the importance
of job analysis as central to a systematic approach to recruitment and selection. The
use of terms varies but it is generally agreed that ‘job analysis’ is the process by which
you derive (i) a job description, leading to (ii) a person specification.
Job description
The job description explains the total requirements of the job: exactly what it
is, what it entails, it’s purpose, duties, activities and responsibilities, and positions
within the formal structure. An example of a possible list of contents for a job
description is given below:

However, the scope of job description and the amount of detail it provides may
vary amount different organizations and different type of jobs.
Person specifications
A person specification is an extension of the job description and provides a

blueprint of the ‘ideal’ person to do the job. The person specification tells not only
about the job but also details the personal attributes and qualities associate with
successful performance of the job, for example physical characteristics, experience,
technical skills, formal qualification, personality and temperament, and any special
requirements such as the need for mobility. The specification could indicate those
characteristics, which are regarded as essential, and those, which are desirable. An
example is given below:
Preparation of a person specification
When drawing up person specification regard must be given to the provision

of the Sex Discrimination Act 1975 and the Race Relations Act 1976. Consideration
should also be given to whether the job could be performed satisfactory be a
physically challenged person. For the person specification can be distilled a job
advertisement and further particulars available to enquires.
It should be remembered that you are unlikely to find the perfect or absolutely
ideal candidate. The person specification should therefore be prepared in a particular
manner and it should not unduly restrict the need of flexibility. ‘Exit’ interviews with

staff can often yield useful information on the actual nature and requirements of the
job, and it may be helpful to consider persons known to have performed the job
successfully.
Difficulties and distastes of the job
The process of job analysis is even more meaningful if it includes

considerations of the difficulties and distastes of the job. The may often go together
but this not necessarily the case.
Difficulties are those aspects of the job, which are regarding as particularly
demanding or hard perform competently. Examples might be a bar manager dealing
with drunken or unruly guests, waiting staff serving a large number of unexpected
customers arriving together, a washer – up scrubbing heavy cooper pans, a
receptionist dealing with complaints or awkward guests.
Distastes are those aspects of the jobs of working condition, which are
regarded as particularly tedious, or unpleasant. Example might be waiting staff
polishing silver before each service, a commie chef preparing the same vegetables day
after day for a standard menu, the kitchen porter emptying swill bins, restaurant staff
unblocking the toilet.
It should be recognised, however, that for some people certain perceived
‘difficulties’ may be an attractive feature of the job. They may enjoy what is seen as
the challenge or responsibility that difficulties of the jobs presents.
7.4 The Selection Process
The manner in which the selection process is planned and conducted is doubly
important. It should of course be efficient in it’s own right to ensure that every effort
is made to reach the best decision. Equally important, however, is that for most
candidates the selection process is the first point of contact with the hotel. Candidates
will tend to judge the hotel as a whole by the manner in which the selection process is
conducted, looking up on this as an indication of how it manages itself and it’s staff.
The other side of the selection process is the candidates’ acceptance of you and the
hotel.
Method of selection
There are a variety of methods, which can be used in staff selection. These
include peer rating, in – tray exercises, selection tests and personality questioners,
group exercises and individual (one-to-one), panel or board interviews.
The design of the selection process is a matter of choice within each individual
unit. It should be designed to meet specific requirements and matched to available
facilities, both personal and physical. The choice, combination and application of
methods should be appropriate to the nature and type of unit, the position, tasks and
responsibilities of the vacant position and the number of candidates.

The selection interview
Although often criticised, the interview is usually the central and indispensable
element of the selection process. The interview involves an interaction of personalities
and perception of other people. It is important, therefore, to bear in mind the
possibility of perceptual distortion and errors, such as stereotyping and ‘halo effect’.
Stereotyping: this is the tendency to ascribe positive or negative characteristics
to a person on the basis of a general categorisation and perceived similarities.
Stereotyping is a form of typecasting. It is means of simplifying the process of
perception and making collective judgement of other people, rather than the
recognition of each person as individual.
Halo effect: This arises when the judgement made about another person are
formulated ant he basis of particular characteristics or impressions that are readily
available. The halo effect tends to influence perceptions of the rest of that person,
either positively or negatively, and results in assumption and generalising from
limited information.
Candidates tend to copy the mannerisms and postures of the interviewer. A
seating arrangement, which is comfortable and informal, helps candidates to be more
at ease and reduce the element of confrontation. Candidates should be encouraged to
do most of the talking and asked questions that will encourage them to describe
experiences and develop ideas.
The interviewer should probe the candidates and ask meaningful, searching
and practical questions. Skilled interviewers will know how to change their interview
style and form of questions according to the behaviour of candidates and the extent of
their social skills. Interviewers should listen carefully, observe how candidates
respond to a question, and be responsive to both verbal and non-verbal cues and body
language.
Interview on the move
The traditional face- to –face interview can be augmented by taking candidates

round the organisation and conducting a two – way interview ‘on the move’. This
enables candidates to gain a fuller appreciation of the job, equipment and methods,
and working conditions. It gives candidates an opportunity to meet some of the staff
and to see them at work, and to ask further questions. An additional advantage of the
interview on the move is that the selector is able to observe what are likely to be more
natural responses of the candidates to actual situations.
The interview plan
In order to make a fair and objective assessment of candidates you must know
what information is needed and how best to collect this from the interview. A clear
plan is necessary. Two of the most popular examples of an interview plan are the
Rodger Seven Point Plan and the Munro Fraser Five Point Plan. But whatever plan is
used, by the end of the interview all points should have been covered adequately.
The important thing is that some suitable plan is used. Many organisations
have their own interview plan/checklist. The plan should be appropriate to the desire
characteristics of the candidates and specific interview checklist may be drawn up for
particular appointment.

Each of the headings in the interview plan can be related to the requirement of
the job, and to the essential and desirable characteristics looked for in candidates. It is
important, however, that interviewers should avoid simply going through a list.
Information should be assembled not necessarily in any set order, but under each
heading as it is encountered during the interview discussion.
7.5 What is a contract of employment
There is always a contract between an employee and employer. You may not
have anything in writing, but a contract will still exist. This is because your agreement

to work for your employer and your employer’s agreement to pay you forms a
contract.
A contract gives both you and your employer certain rights and obligations. The most
common examples are that you will have a right to be paid for the work you do. Your
employer has a right to give reasonable instructions to you and for you to work at
your job. These rights and obligations are called contractual terms.
The rights that the you have under your contract of employment are in addition to the
rights you have under law, such as, for example, the right to a national minimum wage
and the right to paid holidays.
Generally, you and your employer can agree to whatever terms you wish to be
in the contract, but you cannot agree to a contractual term which gives you less rights
than you have under law
A contract of employment will usually be made up of two types of contractual terms.
These are:
• Express terms, (see below)
• Implied terms, (see below)
Express contractual terms
Express terms in an employment contract are those that are explicitly agreed
between you and your employer and can include: -
• Amount of wages, including any overtime or bonus pay
• Hours of work, including overtime hours (there is a legal limit for most
employees on how many hours they can work per week)
• Holiday pay, including how much time off you are entitled to (most employees
are entitled by law to paid holiday - they may be entitled to more under their
contract)
• Sick pay
• Redundancy pay
• How much warning (notice) the employer must give you if you are dismissed.
The express contractual terms may not be in one written document, but may be in
a number of different documents. They may not be written at all. The express terms
may be found in:
• A written statement of main terms and conditions
• Any letters sent by your employer to you before you started work
• Anything you were asked to sign when or since you started work
• Instructions or announcements made by your employer on a notice board at
work
• An office manual.
You may not have possession of all the relevant papers. You may be able to get
copies from your Personnel Department, foreman, or trade union representative.
You should always keep any papers given to you by your employer.
Because a contract will still exist even if there is nothing written down, anything,
which was said to you by your employer about your rights, and anything which you
agreed verbally should be recorded.
If you are an employee who does not have a written contract, you should consult an
experienced adviser, for example, a Citizens Advice Bureau.

Implied contractual terms

Implied terms in an employment contract are those, which are not specifically
agreed between the employer and employee.
Implied terms are:
• General terms which are implied into most contracts of employment (see
below)
• Terms implied by custom and practice (see below)
• Terms from agreements made with the employer by a trade union or staff
association.
General implied terms

The following duties and obligations will usually be implied into any contract of
employment:
• The employee and employer have a duty of trust to each other. This means, for
example, that if you give your employer’s industrial secrets to a competitor,
you will have broken an implied contractual term of trust
• The employer and employee have a duty of care towards each other and other
employees. This means, for example, that the employer should provide a safe
working environment for the employee and that the employee should use
machinery safely
• The employee has a duty to obey any reasonable instructions given by the
employer. There is no legal definition of reasonable, but it would not be
reasonable to tell an employee to do something unlawful, for example, a lorry
driver should not be told to drive an uninsured or untaxed vehicle.
Terms implied by custom and practice

When dealing with a particular employment problem, there may be no express
contractual term covering the matter. In such a case, it is helpful to look at what has
happened to other employees in the workplace. This is because if other employees
have been given a right, you can argue that you also have the right under ‘custom and
practice’.
Trying to show that you have a right through ‘custom and practice’ can be
complicated and you should consult an experienced adviser, for example, a Citizens
Advice Bureau.
What happens if part of the contract is broken

A contract may be broken (known as a breach of contract) if either you or your
employer does not fulfil a contractual term. You may be able to sue your employer for
damages if they breach the contract and your employer may be able to sue you if you
breach the contract. For example, if your employer does not give you proper notice if
you are dismissed, this would mean your employer had breached the employment
contract.
If your employer breaches a right that as an employee you have by law, for
example, your employer does not pay you for the work you have done and so makes
an illegal deduction from your wages, you have the right to go to an employment
tribunal to claim the money back.

Employee’s right to written details about the employment contract
All employees, regardless of the number of hours they work per week, are
entitled to receive a written statement from their employer within two months of
starting work. The statement describes the main terms of the contract of employment.
You are entitled to the statement even if your job finishes before the initial two
months, as long as the job was supposed to last for more than one month.
An employee who wants a written statement may request one verbally or in
writing. It is usually best to request the statement in writing and keep a copy of the
letter, so that you can prove you asked for the statement.
What written details must be given

The written statement must include by law:
• The names of you and your employer
• The date you started work
• The amount of pay and how often you will be paid, for example, weekly or
monthly
• The hours of work
• Your holiday entitlement, including how many days off you are entitled to and
what your holiday pay will be, if any
• How much warning (notice) you are entitled to if you are dismissed and how
much warning you must give the employer if you want to leave the job
• The title of the job
• Where the job is based, for example, whether you will have to work in more
than one location
• What the disciplinary and grievance procedures are in the workplace.
You must also be given the following information:

• What sick pay you are entitled to
• Whether you can join the employer’s occupational pension scheme, if there is
one
• The detailed rules of the disciplinary procedure at the workplace.
The above information does not have to be included in the written statement of
term and conditions. It can be given in, for example, a staff handbook which all the
employees can have access to.
An employer may try to dismiss you for asking for the written terms and conditions of
your job, even though you are entitled to this information by law.
How the rights in the employee’s contract relate to rights in law
Most employees have rights given by law. These are called statutory rights. They
are in addition to any rights you have under your employment contract. Statutory
rights, which you may have, include:
• A right to a written statement of the terms of employment
• A right to an itemised pay statement
• A right to maternity leave

• A right to pay in compensation for being made redundant

• A right not to be unfairly dismissed.
Generally, you and your employer can agree any terms in the employment
contract. However, you cannot agree to a contractual term, which gives you less rights
than your statutory rights. If you have agreed to a contractual term that gives you less
than your statutory rights, for example, you have agreed that you will not take
maternity leave, your employer will not be able to enforce the contractual term. You
will still have a legal right to maternity leave.
There are particular rules regarding health and safety at work. For example, if you
believe that a piece of equipment or a process may be dangerous, you may have a
right to refuse to work with it and insist that your employer takes adequate safety
measures.
People on fixed term contracts
There are special rules about employees who are on fixed term employment
contracts, which means the contract contains a date when it will end.
Probationary periods
It is common for employers to treat new employees as being in a
‘probationary’ period when they first start work. The employer may then argue that
you can be dismissed while you are in this probationary period with no warning
(notice). Employers also often argue that employees do not have usual employment
rights to, for example, pay or holidays, during this ‘probationary’ period.
There is no such thing in law as a ‘probationary’ period. Once you have started
work, the number of weeks you have worked begin on the day you start, not from
some time when a ‘probationary’ period is over. Your full contractual rights also start
from the first day of work, unless the contract says otherwise.
Employees employed on a series of short term contracts and seasonal workers
Employers may employ employees on a series of short term contracts, usually
lasting for about a year, but always less than one or two years, to try to avoid the
employee gaining employment rights. They may also employ the employee only
during a particular season, for example, during the summer to pick fruit, but the
employee may be expected to go back and work for that employer each year during
that season.
Employer calls employees trainees or casual workers
Your employer may call you a ‘trainee’ or ‘casual worker’ in the employment
contract to try to prevent you being protected under employment law. As a ‘trainee’ or
‘casual worker’ you will have the same employment rights as other employees, unless
your contract of employment says differently. It is not important what you are called,
this does not give you more or less rights. The important point is what is in the
contract. Also, a contract cannot take away your statutory rights.
Changes to contracts
You may have a problem at work because your employer wants to change the
contract. In effect it is a proposal to change the contract of employment if, for
example, your employer wants to:
• Change the type of work that you do

• Change your place of work

• Cut your pay
• Change the number of hours you work.
In theory, your employer cannot change a term in your contract without you
agreeing to the change. In practice, you may be faced with the choice of accepting the
change or losing the job. However, you may be able to take some action against the
employer if you disagree with the change.
Before you can decide what your rights may be regarding a proposed change to your
contract, it is essential to discover what the existing contract says on the issue. You
should look carefully at your copy of any written contract and/or the written statement
of terms and conditions of employment.
Contracts without specific working hours
Zero contracts and key time contracts

‘Zero contracts’ are contracts of employment which do not specify any number
of hours that the employee will be required to work. They are common for shop
workers. The contract says that instead of working a specific number of hours per
week, you must be ready to work whenever you are asked.
‘Key time’ contracts are those where you are guaranteed some work, but are
not guaranteed regular hours each week.
The problem with zero and key time contracts is that you are only paid for the
time you work, so even if you have to wait on work premises or be at home waiting
by the phone, you will not be paid for this waiting time.
What if the contract does not give the number of hours which you must work
It is a legal requirement that all employees must be given a written statement
of their terms and conditions of employment. This must include terms and conditions
about hours of work, including normal weekly hours, any overtime requirements, the
rate of pay and how often it is paid.
When a contract does not give details of the number of hours which must be
worked each week, but only says that ‘hours of work will vary each week’, it is still a
legal contract and cannot be challenged in the courts.
If your contract states that you have no set hours of work and that you must be
available to work, but what actually happens is that you work the same number of
hours each day/week, then it may become an implied term of your contract that you
do have a set number of hours to work each day/week. If you are willing to work this
number of hours but are given no work to do you may be entitled to be paid your
normal wage for these hours.
Illegal contracts of employment
You will have an illegal contract of employment if:

• You get all or part of your wages paid cash in hand; and
• Tax and national insurance contributions are not paid on the wages when they
should have been; and
• You knew you were being paid in this way to avoid paying tax and/or national
insurance contributions.
A contract will also be illegal if it is for an immoral or illegal act.

A contract of employment will not be illegal if only one of the parties is not declaring
the payments and/or making appropriate deductions.
Agency employees
If you are getting work through an agency you may be:

• Treated as an employee of the agency; and/or
• Self-employed; and/or
• Employed by the organisation you are working in.
There are special rules about how agency workers pay tax and national insurance
contributions and about how to decide if they are employees or self-employed.
We have seen that staff turnover is particularly high during the first three
months of employment –the induction crisis. We have also referred to high costs of
recruiting and engaging new members of staff. This draws attention to the importance
of an effective induction programme. Induction involves the introduction and
socialisation of a new member of staff to the culture of the organisation, to its
policies, procedures and working practices, and to other members of staff.
The first impressions of the organisation and its managers are seldom
forgotten. New members of staff face an unfamiliar working environment and have to
make a number of personal adjustments. Warm welcome, initial introductions, and a
properly planned and conducted introduction programme will do much to treasure
members, and aid their motivation and attitudes to work performances. Induction is a
key factor in the longer-term retention of staff.
The induction programme
Induction is viewed best as a natural extension of the recruitment and selection

process, starting at the interview and converting the first few months at work. The
induction programme should be designed to help new members of staff to familiarise
themselves with their new environment, to settle easily into their new jobs and to
establish good working relationship with other members of staff.
Given the cosmopolitan nature of the hospitality industry, a particular feature
of the selection process is the recognition of different cultural and ethnic values.
Induction training should make clear the nature of a multi-cultural working
environment, and the need for integration and for people to work together
harmoniously.
It is important to remember that people cannot fully absorb a large amount of
information at one time, particularly in what is likely to be a strange and initially
uncomfortable environment .The induction programme should therefore be planned
carefully and staggered over a responsible period of time. Video presentations can
form a useful part of induction training. But whatever the nature of the programme, if
inductions to be effective it requires reinforcement and regular review and follow-up
sessions. It will also involve the active co-operation of managers, supervisors and
colleges.
Design of induction programme

The design and content of the induction programme is a matter of choice for each
individual unit and its particular circumstances different members of staff will require
different forms of induction depending upon, for example, their knowledge and
previous experience, and type and level of their new job. Nevertheless, it is important
that some suitable form of induction is carried our for all new staff including
managerial appointments.
A comprehensive induction-training programme could include such information as the
following:
• The nature of the unit ,its facilities and services, and type of guests or
customers;
• Requirements of the job and to whom responsible, and subordinate staff;
• Main terms and conditions of employment including circumstances which
could lead to dismissal, and disciplinary and grievance procedures;
• Introductions to working colleagues, and the work and functions off other
relevant departments;
• The management structure including responsibilities for the personnel
function;
• The physical layout of the unit and the use equipment;
• Any special policies or procedures, and any house rules such as no eating or
drinking or no-smoking areas;
• Fire, health and safety regulations;
• Trade union membership, staff representations, consultation and
communications suggestion schemes;
• Social and welfare facilities;
• Opportunities for training and personnel developments.
Staff induction manuals
It is helpful to provide a staff induction Manual or Employee’s Guide, which sets out
and elaborates the above information. The manual could be used to incorporate
checklists and a personal logbook, and also to include any additional information
useful to members of staff.
7.6 Importance of Training

.
The Training Programme
It may be fairly apparent that training cannot succeed unless the objectives of the
training program confirm to the organizational goals and both trainee and trainer are
aware of why the training program is required. Unfortunately, this is frequently not
the case. Often training programs are founded merely upon the intuitive and vogue
judgement of supervisory personnel or upon participant interest and selection. When
training programs are driven by either of these forces, they are unlikely to reflect
organizational requirements and priorities. Consequently, trainees and trainers will

probably have difficulty understanding how the training is supposed to enhance job
performance.
Designing an effective training program that meets the expectations and
priorities of the organization as a whole, as well as those of its individual employees,
requires a systematic and detailed assessment of actual training needs. Assessing
training needs, consists of the following stages:
1. Examining the organization and its overall skills requirements.

2. Undertaking job analyses
3. Undertaking employee assessments
4. Identifying specific training needs
Examining the Organization:
The first stage in assessing training needs is to examine the organization as a

whole. This should be undertaken in cooperation by departmental representatives and
training function specialists so that broad training and development requirements can
be identified. Often a good starting point for this analysis is to examine the company’s
goals and corporate objectives. The organizational analysis will likely consider skills
and systems that affect most, if not all, parts of the company (ex., customer handling,
technological systems, communication flows). A uniform training program will teach
common organizational approaches to these areas and will enhance an individual’s
ability to move around different positions within the organization.
Job Analysis:
Job analysis identifies both the tasks comprising a specific job as well as the
skills, knowledge, and attitudes required for that positions. Although job analysis can
be a detailed, complex, and time consuming progress, it is essential when training
progresses beyond very basic orientation training.
An excellent reference tool (although largely precomputerization) for
analyzing hotel occupations is tasks to job, published by the International Labour
Office (ILO) in 1979. this publication examinees the main occupational groups within
hotels, considers the various component tasks within each of these jobs and identifies
the skills and knowledge required to execute each. Unique job descriptions can than
be develop by selecting from among the broad list of occupational tasks only those
that apply specifically to a given position.
To consider more carefully how this approach contributes to the organization
of training, we examine the ILO Restaurant example. The ILO document classifies
tasks as ‘Common Tasks’, which apply to more than one department, or as specific
‘Specific Tasks’, which are unique.
After the tasks have been clustered for a particular job, the ILO proceeds goes
one step further toward preparation of a training agenda by classifying each task
according to the following elements:
• Task elements

• Skills, knowledge, and attitudes required to complete the task satisfactorily,

as determined by organizational standards or by an external examination/
assessment system.
While the ILO document provides assistance in analyzing jobs in the hotel
industry, sometimes the required tasks in job, as well as the task elements and
knowledge, skills, and abilities, must be determined by conducting interviews with
job incumbents, observing the job as it is being done, or by gathering information via
questionnaires. Which ever method is used, the process of job analysis tends to be
long and laborious and organizations may be tempted to short-circuit it. However, the
advantage of thoroughly analyzing jobs is that it provides the basic information for
writing and complete and accurate job description, developing effective training
programs, and evaluating performance.
Employee Assessment:
Employee assessment is the next stage in assessing training needs. Employee

assessment requires one to match what an employee can already do against the job
specifications determined during job analysis. Understanding what employees can
actually do will identify the main skills and related weaknesses among a particular
staff group and thus will reveal the priorities for training.
Areas of skill deficiency in individual employees or groups of employees may
be identified as part of the determined effort to identify training needs, as the result of
scheduled performance evaluations, or during the course of ongoing coaching and
supervision. Of course, there may well be other indicators, such as customer
complaints, level of wastage, and so on, that help to identify training priorities.
9.7 Identifying Specific Training Needs

Together, job analysis and employee assessment lead to the final stage in
assessing training needs: identifying specific training needs. Based on the findings of
the organizational analysis, job analysis and employee assessments, a mixture of
training needs may be identified. These specific training needs may focus on the
training and development of individuals, groups, or departments, or they may reflect a
wider organizational need for training such as that mandated be the introduction of
new policies, systems, or technologies.
Preparing the Training Plan:
The detailed process of job analysis resulted in the identification of specific

training requirements. The next stage is to organize these identified needs into
operational training plan. Preparing the plan primarily involves prioritizing
individual, departmental, and organizational training needs. This prioritization is
usually done in consultation with the organization’s director of training or other
personnel responsible for the training function.

Because the list of specific training needs may be too long to cover in the time
frame of the training plan, or because resources may be insufficient to address all
elements with in it, some components of the plan may have to be postponed.
Specifying Training Objectives:
The first draft of the training plan provides the training ‘menu’ for a specified
period of time; however, it provides only an outline sketch of the topics to be
addressed. Therefore, the next step is to identify the target or goals within each
component of the training plan (ex each topical area) by answering the following
question: What are the training objectives?
In practical terms, we can define training objectives by specifying the

following:
• What trainees should be able to accomplish after participating in a particular

training program
• The desired level of such accomplishment, according to industry or
organizational standards
Job analyses should provide the basis for specifying task elements and
associated skills, knowledge and attitudes. In turn, this list of task elements, skills,
knowledge, and attitudes should serve as the foundation for formulating objectives for
required training programs.
9.8 Training Session
Conducting the Training:
If the various planning and design stages have been completed satisfactory, the
actual delivery of the training program often proves to be ‘the least of the worries’. To
ensure effective delivery of training, it is wise to engage skilled trainers. Likewise,
instructors must also be comfortable with the technology they intend to use in their
program delivery. Moreover, a number of other factors must be considered in the
actual preparation and delivery of the training session or program:
• Participant selection can be important, especially if the group is not self-

selecting on the basis of the training plan. If the group is too large for one run
of a program, participant selection should be based on the need to maximize
the benefit of training and to ensure appropriate staff coverage in the
department.
• Group comfort, both physical and psychological, is important and should be
ensured by providing breaks from the learning, as well as by cultivating
positive intragroup and trainer-group rapport.

• The trainer must be responsible for ensuring that the trainee can learn in the
conditions provided. Influencing factors that should be considered are physical
elements (ex. Temperature in the classroom, seating arrangements, air
circulation) and the measures used by the trainer to motivate and hold the
interest of participants.
• Trainers must allow trainees time during the training process to practice
newly acquired skills. Time should also be allotted for trainee’s questions and
requests for clarification, since both are essential to effective learning.
• Feedback tells trainees how they are doing and enables correction of mistakes.
Feedback is part of the assessment and, ultimately, this process informs both
trainer and trainee of the level of competence achieved.
• Trainers’ skills and preparation have already been discussed; however, their
importance cannot be overstated because they are the linchpin of effective
training program delivery.
Evaluating the Training:
When a program is assessed, the evaluation usually takes one or more of the
following forms:
• Feedback from trainees, both during and after training programs, can provide
useful information about course conduct and design.
• Post training testing of trainees allow judgement of performance against
require standards.
• Post training appraisal, by immediate supervisors and others, of trainees’ job
performances is an important aspect of program evaluation.

Bibliography
Authors Book Edition

Year Publisher Name
Tom Powers Introduction to Management in the Seventh Edition

Clayton W. Barrows Hospitality Industry
2003 .
Ricky W. Griffin Management

2002 Houghton Mifflin Company Seventh Edition
Richard L. Daft Management

2000 Harcourt Collage Publishers Fifth Edition
H.L Cracknell, Practical Professional Catering Management

2000 Macmillan Press Fifth Edition
Richard Kotas Food and Beverage Management

1999 Hodder & Stoughton Publishers Sixth Edition
Kinton, Ceserani Theory Of Catering

1999 Hodder & Stoughton Ninth Edition
Dennis R Lillicrap Food and Beverage Service

1997 Hodder & Stoughton Publishers Third Edition

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Provision and

Advanced Technical Skills – FBA 11

7.2 Manpower Planning 3

7.3 Job Analysis 8

7.4 The Selection Process 10

7.5 What is a contract of employment 12

7.6 Importance of Training 9

7.7 Identifying Specific Training Needs 21

7.8 Training Session 22

PROVISION AND TRAINING OF PERSONNEL 2

7.1 Employee Recruitment

Employee recruitment is a central feature of any comprehensive HRM strategy

PROVISION AND TRAINING OF PERSONNEL 3

• Local demographic matters. For example some tourist

HR is the main asset of the work organisation, especially in the hospitality

A broad approach to manpower planning

Manpower planning should not be viewed in isolation but as an integral part of

Main stages in manpower planning

PROVISION AND TRAINING OF PERSONNEL 4

(i) An analysis of present staffing resources;

Manpower supply forecast

In order to determine an accurate forecast of manpower supply, it is necessary to

PROVISION AND TRAINING OF PERSONNEL 5

The use of manpower planning offers many potential benefits. An effective

Manpower planning involves considerable uncertainty and mistakes are bound to

Staff recruitment and selection

PROVISION AND TRAINING OF PERSONNEL 6

report, selection methods are unsophisticated and lacking in objectivity. Managers

• Recognise the importance of a planned and systematic approach to

A planned and systematic approach

Stage 1 – The need to know about the job to be filled

Stage 3-The need to know likely means of attracting applicants

Stage5-The need for induction and follow-up

Degree and application

PROVISION AND TRAINING OF PERSONNEL 7

PROVISION AND TRAINING OF PERSONNEL 8

7.3 Job Analysis

PROVISION AND TRAINING OF PERSONNEL 9

A person specification is an extension of the job description and provides a

Preparation of a person specification

When drawing up person specification regard must be given to the provision

PROVISION AND TRAINING OF PERSONNEL 10

Difficulties and distastes of the job

The process of job analysis is even more meaningful if it includes

7.4 The Selection Process

PROVISION AND TRAINING OF PERSONNEL 11

The selection interview

Interview on the move

The traditional face- to –face interview can be augmented by taking candidates

The interview plan

PROVISION AND TRAINING OF PERSONNEL 12

7.5 What is a contract of employment

PROVISION AND TRAINING OF PERSONNEL 13

Express contractual terms

PROVISION AND TRAINING OF PERSONNEL 14

Implied contractual terms

General implied terms

Terms implied by custom and practice

What happens if part of the contract is broken

PROVISION AND TRAINING OF PERSONNEL 15

Employee’s right to written details about the employment contract

What written details must be given

You must also be given the following information: