Travel and Tourism Industry
The lucrative travel and tourism industry is a dream job for many. Thus, it may be surprising to find that in many companies turnover is still high and recruitment is tough for the HR people. This is because regardless of the prestige the industry has, the company is still the best determinant if an employee will be applying, and ultimately staying, or not. The most common problems in the industry causing turnover rates to escalate are geographical constraints, scheduling issues, and management style of managers.
It is important that these factors are considered from the time that the company is scouting for employees to fill in the position. Thus, the process of recruitment and selection is worth analyzing. Process of recruitment and selection Application – seeking and reviewing applications Testing and Interview – administering tests and scheduling interviews Selection – evaluating applicants and deciding Applications Today more than ever, there are lots f ways to get the hiring process rolling.
There are many people ready to fill in different job vacancies, and there are many avenues in which to find them. In recruiting would-be applicants, it is important that a recruiter extends beyond their offices and open the hiring opportunity to everybody
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He should put focus on what industry the company is playing, and what abilities or qualities are needed by the people who shall be filling in the positions. By this, the recruiter will be certain that he will be getting the right fit for the job. (Corcodilos, 2007) This leads to many benefits including improved performance of employees on an individual and team level, savings on employee turnover costs, and better morale for the employees and the company as a whole. (Employee Selection and Hiring Strategies-Get the Right People on Your Bus, 2005)
Testing Psychological testing has been proven to be the best determinant of an applicant’s fitness for a job. (Employee Selection and Hiring Strategies-Get the Right People on your Bus, 2005) When an applicant passes this test, he is more likely to be prepared for work than someone who is very qualified but failed the same test. Psychological tests measure the candidate’s ability to think and adapt. Thus, when the candidate passes this it proves that he will be able to adapt to work situations. Practical tests are also needed.
Carbonara (1996) states that the best way to know how people work is to see them work. This may be done through on-site practical examinations, dry runs, or a work-testing period where the candidate will be requested to work for a number of days without pay just so the manager can measure his abilities, skills, and potentials. The Interview The interview is the climax of the recruitment process. This is where the actual selection will pretty much rely because the manager or hiring specialist will now see the actual product that he is thinking of buying.
Contrary to popular notion, it is better to help the candidate prepare for the interview rather than play guessing game. If the recruiter is able to prepare the candidate, he will see how far the candidate will go to prepare for the interview which can reflect his attitude towards the job that he is eyeing. (Corcodilos, 2007) During the interview, it is important that the interviewer do not guess if the applicant is fit for the job. He has to be sure about the person that he will be selecting as that person can make or break the position that he will be holding, and ultimately the company.
According to Lloyd (1984), many recruitment specialists commit the mistake of making haphazard judgments based on what they see, without really looking at the applicant’s attitudes and skills. To do this, the interviewer should listen more than talk. He should leave the talking to the interviewee. When he must talk, he should be asking questions and not giving out information about the position unless the conversation already calls for it. Recruiters may also have the tendency to look for the best applicant by basing the judgment on how similar the applicants are to them.
It should be encouraged that competence should weigh more than anything else. Finally, assumptions should be put aside as recruiters should be definite and certain with their selection rationale. (Lloyd, 1984) Selection After the applicants have applied, and those qualified have been shortlisted, they are called in for tests and interviews. Yet this is not yet the end. Applicants who qualify after the interview needs to be further evaluated. Managers and recruiters can meet and discuss a consensus on which candidate(s) to call for appointment.
Of the whole recruitment and selection process, this may be the harder part. However, aided with clear thinking, focus on the requirements of the job, and the mission and vision of the company, it will not be so hard to choose the best applicant.
Carbonara, P. 1996, Hire for attitude, train for skill. Retrieved October 30, 2007, from http://www. fastcompany. com/online/04/hiring. html CM3T_LwCEggQ9pQhVdokaRj__4D_AyDRyowT Corcodilos, N 2007, 7 mistakes internal recruiters make. Retrieved October 30, 2007, from http://www. asktheheadhunter. com/harecruiters. htm