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BUSINESS MANAGEMENT

BUSINESS MANAGEMENT. Managing Staff in Small Business – Lesson Two. MANAGING STAFF IN SMALL BUSINESS-OPTIONAL STUDY B. RECRUITMENT, SELECTION , EMPLOYMENT ARRANGEMENTS, LEGAL REQUIREMENTS FOR EMPLOYING STAFF. Outline. Selecting Staff Interviews Case Study - Interviews Techniques.

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BUSINESS MANAGEMENT

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  1. BUSINESS MANAGEMENT Managing Staff in Small Business – Lesson Two

  2. MANAGING STAFF IN SMALL BUSINESS-OPTIONAL STUDY B RECRUITMENT, SELECTION, EMPLOYMENT ARRANGEMENTS, LEGAL REQUIREMENTS FOR EMPLOYING STAFF

  3. Outline • Selecting Staff • Interviews • Case Study - Interviews Techniques

  4. SELECTING STAFF • SELECTION • SHORT LIST • SCREENING • INTERVIEWS

  5. SELECTION • “the process of choosing the most suitable candidate from the short-listed applicants screened as part of the recruitment process.”

  6. SHORT LIST • “a list of candidates most likely to be suitable for a particular position that needs to be filled. Short-listed applicants will usually move forward to the interview process”

  7. SCREENING • “whittling down the pool of applicants for a position by using tools such as testing and background and reference checking.”

  8. INTERVIEW • “a selection procedure designed to solicit information and to predict future job performance on the basis of a candidate’s oral responses to oral inquires.” • Interviews are just one selection tool. Others include application forms, reference checking and personality testing.

  9. How to conduct an effective interview • 1. Prepare thoroughly for the interview • The small business manager (and any other interviewers) should plan and prepare thoroughly for the interview. The candidate’s application and resume should be reviewed along with the job specifications. It is useful to follow a structured format, or at least write out some questions before going the interview

  10. 2. Arrange a suitable location • The interview should take place in a private room, where telephone calls are not accepted and interruptions are kept to an absolute minimum. The set-up of the room and the positioning of furniture are important to help put the candidate at ease.

  11. 3. Open the interview • Begin the interview by asking a question that will help the candidate relax and feel comfortable. Ask a non-controversial question about the weather or the traffic conditions on the way to the interview. If the applicant is particularly nervous, it may be necessary to take extra steps to relax them, like offering a glass of water or making ‘small talk’ before getting into the more serious questions.

  12. 4. Ask questions • Try to follow the structured question format or the questions written out prior to the interview. Use open-ended questions that encourage candidates to talk about themselves and their experience.

  13. 5. Close the interview • Towards the end of the interview, leave time for the candidate to ask any questions. Try to end the interview on a positive note. Tell the candidates what the next step in the process is likely to be and at what point they are likely to know the outcome of their application.

  14. 6. Review the interview • After the candidate leaves, the small business manager should review the interview notes while they are fresh in the mind. If other interviewers were present, some discussion of the candidate’s responses is also beneficial.

  15. Case Study Julia’s Spaghetti Bar

  16. Case Study Is from the textbook CD p. 13 Read through the case study and answer the questions. Email to me at pkelleher@ubermagna.com.au once you have finished.

  17. Case Study – Julia’s Spaghetti Bar • Julia Harrison is the owner of Julia’s Spaghetti Bar, an Italian pasta restaurant. The restaurant is located in Ringwood, in Melbourne’s eastern suburbs, and over the last three years, has seen incredible growth. Julia would like to expand the business by opening new outlets in other Melbourne suburbs. As a result Julia is looking to employ a restaurant manager to take over the day-to-day management of the Ringwood business. This will enable Julia to focus on opening more Julia’s Spaghetti Bar outlets in other suburbs.

  18. Julia advertised for the position in the local newspaper. In response to the advertisement Julia placed in the local paper, she received many applications for the position of restaurant manager, Julia has read through all these applications and has short-listed three applicants.

  19. Read through the short-listed applications on pp. 13-14 on the CD and complete the tasks that follow. • 1. Draw up a list of at least ten general questions that Julia could ask each applicant in the interviews • 2. Draw up a list of at least four specific questions for each applicant, designed to find out more specific information about each one. These questions should focus on things from the applicant’s letter and resume that are not quite clear or require further information.

  20. 3. Based on the information presented in the applicants letters and resumes • a). Rank the applicants in order of preference for the position of restaurant manager • b). Give reasons for your ranking of each applicant. • 4. Apart from interviewing each applicant, what other selection processes could Julia use to assist in her decision making?

  21. Reminder • Finish the case study and email to me • Next lesson – Employment arrangements

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