| Did you know the restaurant industry employs more | | | | candidates to have previous experience in the |
| than 12 million people, making it the nations largest | | | | restaurant industry, aim to discover this first. |
| employer outside of government? At the same time, | | | | 3. On a separate piece of paper or on a copy of the |
| the food industry experiences the highest employee | | | | resume/application, note any concerning red flags or |
| turnover of any industry, typically, between 100 and | | | | areas that warrant further clarification, and be |
| 300 percent. | | | | prepared to discuss them with the candidate. Then, |
| Taking the time to set up a successful interview | | | | prepare the proper questions that will help you probe |
| process to hire a top-notch team, and avoid hasty, | | | | further and uncover the clarification you need. Never |
| rush decisions will pay off in the long run. Hiring the right | | | | place any comments in writing relating to discrimination |
| employees will slash turnover and hiring costs and will | | | | such as, young and cute or heavy set. |
| stimulate guest loyalty and positive word-of-mouth | | | | Step Three: Conduct an Initial Screening. In many |
| advertising. | | | | situations, it is helpful to the employer to conduct an |
| The steps outlined below will help guide you to making | | | | initial screening on the telephone prior to setting up an |
| the proper hiring decisions: | | | | interview. The initial screening will help determine if the |
| Step One: Invest in the Upfront Work: Set yourself up | | | | candidate warrants an "in person" interview. This is a |
| for success by dedicating the proper amount of time | | | | good time to inquire about his/her job history. The |
| to be organized and structured throughout the entire | | | | candidate's job history is the best indicator of his/her |
| hiring process. An established, organized system will | | | | future job success. Some of the areas to inquire about |
| allow you to conduct interviews throughout the day. | | | | include: Start dates, end dates, and reasons for leaving |
| You can risk losing a high qualified employee by limiting | | | | prior companies. Also, the initial screening is a good |
| yourself with overly-restricted hours. Follow the | | | | opportunity to confirm the number of hours and days |
| suggested steps below when beginning the initial work | | | | the candidate plans to work. Directly after the initial |
| required: | | | | screening phase or later in the interview process, you |
| 1. Decide what positions need to be filled ensuring you | | | | can call the candidate's references listed on the |
| are meeting your budgeted staffing requirements. | | | | resume/application. Keep in mind that employers are |
| 2. Establish a job profile with specific criteria. Ask | | | | limited by the law to type of information they can |
| yourself, "What kind of person is the best fit for this | | | | release about an employee. |
| job position?" And, "What type of experience and | | | | Step Four: Prepare for the Interview. Being prepared |
| background should they possess?" | | | | for your interview will demonstrate to your candidate |
| 3. Determine a well-rounded set of questions and | | | | that you are professional and take the hiring process |
| develop the questions based on what information you | | | | seriously. Be prepared with the following for the |
| want to elicit from your candidate in order to meet | | | | interview: |
| your hiring goals. Ask open-ended questions that will | | | | Notebook |
| not provoke a simple "yes" or "no" but instead will | | | | Pen |
| initiate conversation. You will formulate additional | | | | Interview questions |
| questions as you begin the interview process. Probe | | | | A copy of the resume/application with notes |
| deeper to get clarification as the interviewee replies to | | | | Step Five: Conduct the Interview Process. While the |
| your original questions. When a candidate provides a | | | | previous steps are important to perform in the hiring |
| generic or broad answer, do not be afraid to dig | | | | process, the interview process is a solid way to |
| deeper and ask for examples. Do not ask any illegal | | | | determine if an employee fits well and possesses the |
| questions relating to gender, age, race, disablement, or | | | | ability to be a solid performer in your company. Follow |
| any form of discrimination. | | | | the below steps when conducting the interview |
| Here are three types of questions that will help you | | | | process: |
| retrieve the information you require: | | | | 1. Ensure your mindset is open and without any |
| Ice-Breaker | | | | preconceived notions |
| The ice-breaker question relaxes the candidate and | | | | 2. Find a quiet location in your restaurant that will |
| gives him/her the time to warm up before you ask | | | | cultivate a relaxed environment and one where you |
| detailed, job-related questions. These questions are | | | | will not be disturbed. |
| easy to answer and not intimidating to the candidate. | | | | 3. Do not plan to sit behind a desk. This can create an |
| Sample Questions: "How is your day going thus far?" | | | | intimidating situation with you in a power position. |
| Or, "How was traffic on the way in? | | | | Instead, aim to position yourself to be on even ground |
| Patrick Pendola, owner of the Whistle Stop Grill | | | | with the candidate by sitting side-by-side |
| restaurant, located in Safety Harbor, Florida says, | | | | 4. Upon the candidate's arrival, shake his/her hand and |
| "Helping the candidate feel at ease is crucial in the | | | | offer him/her a beverage |
| interview process...the more relaxed and comfortable | | | | 5. Be prepared to listen, deliver steady eye contact, |
| they feel, the more they will speak freely letting their | | | | and observe body language. Make a note if the |
| guards down. This way, we can acquire as much | | | | candidate turns away or looks at the floor when |
| information as possible and take full advantage of the | | | | speaking. Also, note if they display any poor habits like |
| interview process". | | | | chewing gum. |
| Background | | | | 6. Engage in small talk and ask some ice-breaker |
| The background question gathers more information | | | | questions to relax the interviewee. |
| from the candidate's work history. | | | | 7. Ask the interviewee to explain any areas of |
| Sample Questions: "Why did you leave your last | | | | concern/red flags. For example, if the candidate's |
| employer?" Or, "How long were you unemployed | | | | application reveals he/she left several jobs after a |
| during that hiatus?" | | | | short period of time, make sure he/she clarifies the |
| Behavioral | | | | reason. |
| The behavioral question identifies behavioral traits and | | | | Step Six: Close the Interview. It is important to close |
| characteristics about the candidate so you can learn | | | | the interview on a strong, positive note and end it only |
| about the way he or she behaves and what traits he | | | | after you have acquired all the information you need. |
| she possesses. | | | | To save time, shorten the interview if you are 100% |
| Sample Questions: "Please give me a specific | | | | certain a particular candidate is not a good fit. Here are |
| example of a time when you had to conform to a | | | | some guidelines in closing the interview: |
| policy with which you did not agree." Or, "Tell me about | | | | 1. Ask the candidate if he or she has any questions. |
| a recent situation in which you had to deal with a very | | | | 2. Explain the "next steps" to the candidate. For |
| upset customer or co-worker." | | | | example, inform the candidate that you will be |
| Step Two: Examine the resume/application to see if | | | | interviewing several candidates for the position and |
| there is a potential job fit. Scrutinizing a candidate's | | | | you will notify them of their status within a week. It is a |
| resume/application will determine if the candidate | | | | good practice to follow up with all candidates, |
| warrants an initial screening or interview. Here are | | | | however, if your time does not permit this, you may tell |
| some suggested tips when examining the resume | | | | them that you will notify them if they will be considered |
| application: | | | | for a second interview or their credentials/qualifications |
| 1. Be realistic and fair without being too eager to | | | | are a fit to move to the next step. |
| discard a resume/application because of a few minor | | | | 3. Shake the candidate's hand firmly and thank him or |
| concerns. Being too critical will limit your choices and | | | | her for interviewing for the position |
| shrink your pool of candidates. Think about the | | | | Taking the time to hire the right way will help you easily |
| position's job responsibility and necessary education | | | | and fairly assess job candidates. Hiring employees |
| level before eliminating resumes/applications. For | | | | who are the right fit for your restaurant will require less |
| example, a few typos should not justify ruling out a | | | | time to manage, train, coach, and develop. And most |
| candidate applying for a job position as a cook. | | | | important, assembling a top team will win over your |
| 2. Identify/Focus on your deal breakers and most | | | | guests and create a memorable experience, resulting |
| important criteria first, keeping in mind your established | | | | in increased profits. |
| job profile. For example, if part of your profile requires | | | | |