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 forwhat Mike Hurst of Ft. Lauderdale sparkles 15th Street Fisheries called ais t

5、hat 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. Ifyoudo, by tomorrow, he or she will be helping to build the business of someone else operation.Another key point to keep in m

6、ind is that the people you most want to hire maynot be actively looking for work. They may not even be employed in foodservice rightnow.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 depart

7、ment 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 not b

8、e 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, leaving bl

9、ank 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 revie

10、w 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 us a

11、call to set up a time tot alk. The letter sets forth your department gso als and objectives, outlines theapplication 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 valuab

12、le self-screening device.You ll want to attach the same letter to employment applications you leave withthat 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 potent (and

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

14、his: I have been very impressed with the service you have provided me. Hand them 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 compliment will

15、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 stranger

16、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 businesscards and was continually on the look-out for good people. What? You

17、 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 clich th

18、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 astonishing.You

19、bde 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 referrals. The food a

20、nd nutrition services department at Fairfax County Public Schools in Virginia offers recruitment bonuses of $200 for employees who bringaboard 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. Itaddsup to be quite a bonu

21、s, 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 timeemployee has clocked in 90 days. areThe current workers know the culture andinvested in help

22、ing out any new employee they bring in, sh e explains. Reallyworking 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 positions faster and ha

23、ving 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 not the case, migh

24、t not be right for she explains. Just because someoneone college doesn t mean they might not be right for another. Sometimes, itsjumatter of timing you might come across a good applicant and think, ?If only I hada position for this person!another operation nearby just might. We actufilled quite a fe

25、w positions very successfully that way. Well,veDuring 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 she took toemailing

26、 staff and faculty to invite their high school and college-aged children toapply for summer jobs with her department. toIt works out well for us. They getride to work with mom or dad, so they show up on time.Another way Chung-Templeton lures prospective employees is to offer temporary workers a high

27、er rate per hour than normal, but no benefits. Thisg ives them achance to try out the position. We temporaryve had a couple of miscellaneousemployees go this route and then switch over to full time.Overlooked Applicant Pools?At SAS, the business intelligence software company in Cary, NC, Foodservice

28、 Manager Julie Stewart has, for a decade now, staffed the entire dish rooms in both of her caf s with autistic employees she has met through the University of North Carolina TsE ACCH division (Treatment and Education of Autistic and Related Communications-handicapped Children).Weh ad begun doing job

29、 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 the program, which supplies

30、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 dish room duties are a goo

31、d fit for them. They re also very dependable, andtheyachieve 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 thearea. The rest have been here the whole time, and

32、 they led to comree t othwrilork 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 for their help in the kitchens

33、.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 salad, entree, and then bake

34、ry 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. Ith as proved invaluable for

35、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 it s liketo be in a workplace. Culture and ClimateCorporate culture can also help recruit and retain employees. Effecting change on t

36、hat 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 listening to their employee

37、s 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. Of course, an excellent benefits package can work wonders for recruiting, if your organization is lucky enough to have

38、 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 llmaybe 10 vacancies to fill at the beginning of each school year. With 11 paid holidays,

39、full health coverage, ten sick days, a supplied uniform, retirement benefits and one free meal per day, it s a hard package to beat.Bryn Maws College requires all freshmen students who want a job on campus to work for dining services. That translates to about 200 to 220 automatic part time employees

40、 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 ally growth potential, elevatio

41、nand 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）是我们招聘的主题。寻找“人才”不要低估深思熟虑的招聘计

42、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 和使您的操作透明化。经营他人的商业。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 场的客采取行动把这一信息转达给市场。在哪里，或者他们在做什么，但他们肯定没有失业。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