Hiring Those aspects are what traits and behaviors should

Hiring the correct manager can make or break your organization. When looking for the “perfect fit” manager there are many aspects to take into account. Those aspects are what traits and behaviors should they have, what approach and method should be used and what questions should be asked in order to find that manager in the end. Structuring these questions will allow us (or an organization) to narrow down potential candidates for the position.

Leadership Traits and Behavior

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The manager position will need to have a task related leadership style (“A Primer on Communication”, 2012).  Along with that style, they will also need to be able to make connections, promote retention, show fairness and influence employee motivation. Although the leader may want to take the “Scientific Method” theory route, we are looking for them to also promote “Administrative theory” to help build team comradery and also to allow individuals to speak up if they feel that something can be done more efficient (Leagaard & Bindslev, 2006). Building the team up and allowing them to feel important will help them to become more motivated and help to extend their time at the restaurant. The manager should also be good at delegating tasks and roles. Due to the nature of the fast food restaurant, the manager should strive to find others to play more supportive roles within the team. This will delegate power to another individual and allow them to mitigate more emotional issues that may arise within the team.  

Although the manager will not be able to motivate employees via money, they will still be able to motivate by their words and actions. The manager should monitor their employees and give positive feedback and more training if necessary. They can also praise their employees for good work, give an employee of the month awards and give more responsibility to those who promote efficiency in order help drive motivation (Hatter, n.d). The manager should also promote motivation by holding team meetings periodically to let the team as a whole know their progress, goals and what they can work on (“Become a Better”, 2015). 

The manager must also possess the power to influence and gain trust all while keeping fairness. The manager must not pick favorites and treat everyone fairly. If the manager does start to choose favorites then trust, motivation, and effort may be lost. Since they will be an “Outsider” we are looking to get a manager that can lead by example and is not afraid to get their hands dirty. Combining all of these traits would allow the manager to gain the trust of the team, allow the team to gain motivation, raise retention rates and increase overall productivity for the restaurant.  

Selection Approach

The hiring of new workers is a time-consuming and expensive process and includes a number of steps (Fernandez-Araoz, 1999; Gregoire, 2010). It can involve:

v  Posting a job advertisement in appropriate places;

v  Evaluating the information provided on each job application;

v  Screening candidates to determine which ones to interview;

v  Verifying references and information;

v  Conducting personal interviews; and

v  Deciding who will be offered the job.

An effective hiring process helps individual restaurant teams navigate through the recruitment process and select the right candidates for the job. Hiring is a component of the selection process and consists of the multiple steps starting with the recruitment of applicants and ending with employee orientation after the applicant is selected (Gregoire, 2010, p. 425).

The selection process should be conducted according to the very specific job description given and highly standardized fast food restaurant guidelines. From a selection perspective, the goal of any selection process is to select the most qualified applicants for the job. A few businesses utilize continues as an underlying candidate screening instrument since they give a chance to assess the candidates’ capabilities, for example, training, work understanding, and abilities (Knouse, 1989). Using a combination of tools versus using just one selection process will lead to a more thorough assessment of the candidate and reduce the chance of adverse impact on minority candidates, thereby indemnifying the organization’s hiring practice (Goffin, Rothstein & Johnston, 1996). The candidate age should be between the thirties and early forties to be able to manage a team of young people with a low level of work experience. Also, his computer and accounting skills are very important to monitor and control the orders through the digital system. It is essential to look beyond the technical skills of each candidate. The expression “delicate aptitudes” alludes to a gathering of harder to quantify individual qualities and social characteristics that make somebody a solid representative. The truth of the matter is that many workers have the necessary degrees, skills and knowledge to do a job, but, after they are hired, they may turn out to be all wrong for the positions for which they were contracted. Some of these hires who look so great on paper can be unmotivated, dishonest or just plain hard to get along with.

Selection Methods

In today’s economy where competition is intense and technological change occurs constantly, organizations increasingly recognize that their human resources personnel are their most valuable resource, and their primary source of sustainable, competitive advantage (Pfeffer, 1998). To achieve this, the success of a business requires effective recruiting and selection procedures. Effective selection is based on maximizing the person-job fit. The knowledge, skills, abilities, and other characteristics of the job candidate (KSAOs) should match closely with the core tasks, duties, and responsibilities of the job (Chatman, 1989). Thus, effective staffing demands that decision-makers who are involved in the selection process possess two sets of information: 1) they must obtain detailed information about the KSAOs of the applicant and 2) they must know the job description thoroughly. In order to assess the KSAOs of applicants and determine if who is best able to perform the job, the employer may use a variety of selection techniques such as application responses, resumes, references, interviews, an assortment of tests, and assessment centers (Gateway & Field, 1990).

I believe these are the top qualities and responses to look for when interviewing a potential candidate:

Effective communication skills are essential for their job candidates. By the time you have gotten to the interview, you as of now will have an idea about a portion of the hopeful’s relational abilities. For example, you probably will have compared by email, saw the hopeful’s online networking pages and conceivably talked by telephone or by Skype. Be aware of how much attention to detail the candidate revealed in these different forms of communication.

A positive attitude is a quality closely linked with business professionalism. Regardless of whether you are enlisting for a passage level occupation or a volunteer position, you need somebody who is playful and amped up for working with your association.

Cooperation and Teamwork is one of the major requirements in this job as the candidate will be managing a group of 30 young people daily, positive and proactive teamwork will create harmony within the group which leads to outstanding performance.

Goal Oriented strong employee is someone who sees this new position as a challenge. You will land the best position execution from a person who sees the new activity as a satisfaction of an objective as opposed to as similarly as the way to a paycheck or as another posting on a resume

Adaptability is the important capacity to adjust to various conditions and diverse individuals and to deal with unanticipated occasions with a feeling of quiet and effortlessness.

Reliability while enlisting a solid worker is the objective of each questioner. You have to find a candidate who will show up on time and give his beginning and end to each expand. You need to discover somebody who conforms to your organization tenets and techniques and is reliable with organization assets.

Integrity comes hand-in-hand with dependability. Despite what you may read in trendy headlines, organizations want to hire people who conduct business ethically.

Creativity, the phrases “thinking out of the box” or “drawing outside the lines” have been used to the point of being meaningless clichés, but being able to think creatively is, in reality, a highly-valued soft skill in today’s job market.

Association, regardless of what administration or item your association offers, an attractive activity competitor is one who displays solid authoritative aptitudes and is magnificent at time administration.

Intelligence is what you do when you don’t know what to do.” Howard Gardner maintained that intelligence has seven basic components: bodily-kinesthetic, spatial, logical-mathematical, musical, linguistic, interpersonal and intrapersonal. Emotional intelligence — the person’s ability to function within social or group settings –is one of the most desired skills to look for in a job candidate. This will decide how well the individual interfaces with you, your group, and your clients.

Interview Questions

Technical knowledge and skills that are suitable for a role under consideration are necessary for considering a candidate.  However, technical competencies are not enough to drive the team to achieve success. Personality and leadership qualities (e.g. emotional intelligence) are other equally important factors to be considered when selecting a candidate (Murphy, 2015). The website resourceassociates.com identified categories that can be used as a guide to assess the personality and leadership qualities of a restaurant manager. These categories are assertive leadership, conscientiousness, customer service, emotional stability, integrity, human relations, task structuring, optimism, teamwork, and work drive. These categories will be used to develop questions that will serve as a guide during the interview process for the case considered in this paper.

Assertive Leadership

§  Have you experienced managing a team where you are considered an outsider? If yes, describe how you were able to establish your authority? If no, how would you handle the situation?

§  Describe a time when you challenge the norm and implement a different approach to further the organizational goal.

Conscientiousness

§  How important do you think planning is? Provide a situation where you deviate from a plan? Were you successful? Why or why not?

§  Do you consider yourself a reliable person? Why do you think so?

Customer Service

§  Do you believe that customers are always right? How would you handle customer conflict?

§  How would you improve customer satisfaction and retention?

Emotional Stability

§  As a manager in a fast-paced environment, anything could go wrong at any moment. Describe a situation where stress and pressure piling up and how you handle it.

§  Do you feel frustrated when some of the employees reporting to you don’t respect you and recognize your authority? Why or Why not?

Integrity

§  Do you think compromising company rule or policy to avoid conflict with employee’s union or reduced employee turnover may be necessary at times? To what extent do you think it is tolerable to bend company rule or policy?

§  Managers and leaders are role model by virtue of their position and influence. Describe a situation where you have demonstrated integrity.

Human Relations

§  How would you deal with employees having difficulties with their assigned task due to lack of experience?

§  Describe a situation where you boosted the morale of your team amidst dire situation.

Task Structuring

§  As a manager, what are your approach to setting goals and objectives for the team? What are your bases for monitoring performance and accomplishments?

§  Would you allow an employee with a specific job description to help or do another task not related to his/her job description when he/she has not much to do?

Optimism

§  How would you encourage optimism among the people who report to you?

§  How do you guard yourself against unrealistic optimism particularly towards your expectations from your subordinates?

Teamwork

§  As a manager, how would you build teamwork among your subordinates?

§  Do you think you can build a team out of 30 people?

Work Drive

§  What are your values regarding work and personal life?

§  What do you like most about working with a restaurant business? How would you influence your subordinates to view restaurant business as a full-time career?

Looking for those traits and behaviours that they should have, using the approach and method above and asking the laid out interview questions should allow us to narrow down the applicants for the manager position. Even if our selected manager does not have every aspect we want, we can help to mold that user into the perfect manager for our restaurant.  Although this may take time to complete, it will, in the long run, help to save money from having to repeat the process.