Table of Contents Introduction .........................................................................................Page 3 Job Description and Specification.................Page 4 Recruitment Plan ..............................................................Page 9 Selection Plan ..................................................................

Page 14 Compensation Plan ............................................................Page 19 Legal and Ethical Issues .......................................................................Page 23 Appendix A ......................................................................Page 26 Sample Interview Questions Appendix B.....................................................................Page 31 Recruitment Costs Appendix C ...........................................................................................Page 32 Sample Position Analysis Questionnaire's Appendix D ............................................................................................Page 41 Job Advertisement Appendix E ............................................................................................Page 42 Radford Salary Analysis

Introduction Background: A new branch of an international hotel brand, which recently extended its business to HK. Job: F&B manager Job description The food and beverage manager will be responsible for the efficient running of the department in line with our strategies and brand standards, whilst meeting employee, guest and owner expectations. To function as the manager for the newly established Food and Beverage Department in a new hotel, affiliated to a globally renowned hotel brand, you have to ensure that all the outlets and banquets operate successfully, in accordance with the standard of the hotel and are individually profitable, and promote our brand name in Hong Kong. Coordinating activities between teams (kitchen, dining room) to ensure

customers feel welcome and are given responsive, friendly and courteous service at all times

Forecasting sales revenue and managing the budget to ensure achieving

company objectives in sales, service, quality, appearance of facility and sanitation and cleanliness through training of employees and creating a positive, productive working environment Ensuring that health and safety standards and liquor regulations are

compliance Investigating and monitoring customer feedback about food quality or service Focus on employee development by providing ongoing assessment, training

and development using positive, honest and constructive feedback methods Specification Degree holder in Hospitality / F&B management, or related discipline Minimum 8 years Food & Beverage industry experience in progressive

leadership roles Passionate, committed champion of high quality and innovative food and

service experiences. Strong negotiating, mentoring, influencing, organizational, planning and

partnership skills

Ability to inspire and drive enthusiasm and teamwork with a commitment to

excellence Proven varied Food & Beverage industry with international experience Comparing between the two kinds of job descriptions, one from the online source and one from first hand source, the corporation find various similarities as well as differences. Similarities include that the Food and Beverage manager needs to deliver good service to guests. The corporation needs to do so to let our customers feel welcomed in our hotel restaurant. It is essential, otherwise the companys guests will not come back again, and the outlet will be losing money. Therefore we are like other companies, which require well-trained F&B manager to deliver excellent service and supervise the other employees to do so. Also, in both sources, the manager needs to collect costumer feedbacks; communicate with guests in proper manner and attitude. It is essential as a part of research and development; only if the manager can get the guests voice the manager can know his or her strength and weakness, therefore the corporation can maintain high standard and improve. F&B manager is required to have exceptional interpersonal skills, and enthusiastic in talking, sharing views with the companys guests. Next, the

manager also has to maintain daily operations. F&B managers ought to be the one know the outlet best. They assign the employees to different position, check all safety standards, and maintain a clean, safety environment for employees and guests, as well as preparing P&L statement, sales report to department head, in order to do budget control. F&B manager is the head of outlet, he/she ought to manage the sales, and reflect on the strategies used. He/she should be capable to analysis the data and react appropriately. On the other hand, differences include that the F&B manager ought to do the employee assessment, to estimate their working performance and job satisfactory. This is important to know their well being, ensuring they could provide excellent service. More important, it could attract more elites to the companys outlet. The F&B manager should be able to cooperate with other departments; they ought to have a brief understanding of other teams. It helps provide better experience to our guests. Recruiting Plan [Introduction] The corporation plans to use both internal and external sources to capture all

the potential candidates and carefully identify the qualified and eligible one to be entitled as the Food and Beverage Manager. [Labor market for the job]

[Specific recruiting methods] For the internal source, we have put the position vacancy to our job posting area in our employee intranet. Also, a mass mailing regarding this information has conducted to reach all employees. This can effectively get the message across the whole company and provide a chance for the talents to bring their values, experience, attitude and skills in to the business. Apart from the job posting, management referral is also accepted as a means of sources. The quality and the talents of the candidates referred by the

supervisors or the team leaders are more guaranteed and secured because the candidate are assessed objectively by the sales, profit and value he or she are generated. The above two are appreciated because if the future manager is promoted from internal, the cost invested in training and learning is much lowered since he or she have already know the working style and culture of the corporation. Besides, it is a faster and cheaper ways than looking outside. Also, promotion from internal can largely minimize the unrealistic expectations about the job. Therefore, it is an important source of candidates For external sources, we choose Electronic recruiting in electronic recruiting, newspaper and magazine advertising, direct applicants and referrals. An example of Electronic recruiting is through websites such as hotel news resource (http://www.hotelnewsresource.com/) to reach the target and hotel specialist directly, since there are 124,000 + Network Opt-In Subscribers making it popular and with a reasonable price at $1000/month for 3 months Another example is Jobs DB (http://hk.jobsdb.com/hk), where the corporation can manage its own job postings in the last 3 months and re-post any previous posting with a single mouse click. There are over 14.6 million job seeker members making it popular, as well as time to

market, target specific, instant response, cost effective advertised in section of hotel + food & beverage. The corporation chose to use these sources because there are no geographic limitation to talents, are able reach larger potential candidates and is cost-effective and efficient when the price is around $ 1500 per month and is able to be posted online for 2 months. The second way of external recruitment is through magazine advertising in brands such as Professional industry journal: Hotel Business Magazine where the corporation would reach those only who have a great passion since all recipients are actively involved in the day-to-day running of hotels and have considerable purchasing and specifying authority and the price for posting is only 1 month at $ 50000. Through the magazine posting, the corporation will be able to reach the desirable group of specialists both local and global Next, the corporation chose to target direct applicants where the applicants have already done the research therefore making them enough of a match between both parties, ease the process in the organizations recruiting and selection systems, which simplifies recruitment for employers. There is also referral by other company where the corporation is guaranteed

and secured in the applicants abilities in doing their job. The corporation did not choose public & private employment agencies such as the Labor Department because job advertisement concerning hotel in public agency is not popular, potential employees will no search from it, are ineffective. Similarly, private employment agencies are too costly when hiring a headhunter, and the outsourced personnel or HR firm may not know the as clear about the requirement of a manager as the company does The corporation also didnt select colleges and universities as the corporations position is not a entry-level one, since it needs an expert in food and beverage industry and there isnt any proper bachelor degree in Food and Beverage offered at most Universities or colleges. Since recruiting a suitable and talented manager is critical to the hotels success, especially we newly set foot in Hong Kong. Facing such stiff competition, the corporation has to find a right person with vision, passion and devotion to lead the Food and beverage department to the way of success. If a wrong person is hire, it certainly ruins the companys business. Therefore, this is worth the companys investment. [KSAO + basic info about the position]

The food and beverage manager requires deep and rich knowledge about the policies and ethics in F&B Industry, and makes sure things are on the way consistent with the laws and ethics. He or she also needs Fundamental knowledge in Food and Beverage especially in comprehensive understanding of the workflow and the duties responsible for each division. Preferably, he or she has strong negotiating, mentoring, influencing, organizational, planning and partnership skills, and is able to cooperate and communicate with different divisions of the department effectively. More over, he or she should have the ability to inspire and drive enthusiasm and teamwork with a commitment to excellence and to encourage them to demonstrate the unity and the profession the department. He or she should actively observe the operation conducted by different divisions to ensure the standard and all things are proper. To attract more talents, the corporation will set the salary higher than market current price. In Shatin, there is convenient transportation: mass transit railway MTR penetrating the whole Hong Kong as well as connecting the mainland China, Bus terminal, minibus, taxi station are there making it easily accessible As for the residential accommodation, the newly established residential accommodation are on sales and

lease like Festival City. Therefore, it will be no problem of accommodation for those oversee applications and Chinese applicants. As for concern about health, since Shatin is planted with many trees and is not much densely populated, the air is much fresher. Also, along the road, cycling path is drawn. Parks are available for outdoor exercise. [method of screening out the qualified candidates] For direct application, standardized resume is offer on the companies official webpage. Online resumes received will be screened by computer software to sort out those qualified resumes. They are then assessed by the HR specialists for later process of selection. SELECTION PLAN For the Food & Beverage Manager, the Minimum Qualifications is a Bachelors Degree or above, and having at least 8 to 10 years working experience in F&B industry. The selection criteria are based on the weighing of the particular descriptions including interview where the individual interviews composes 50% of the score. More ovver, the performance Test includes analysis of financial statement and solving problems of daily operation taking up 40% of the scoring. And lastly, with

experience which is the evaluation from current/ previous job taking up the final 10% of the weighed score. The Interview Panel is through Human Resources Director, Food & Beverage Director and Chief Executive Officer. The reasons for individual interviews include checking the response of the interviewees as well as direct contact with interviewees and provide a chance to ask follow-up questions, which make the interviews more deep down. There is also the examining of the behavior of the interviewees And as for the reasons for performance tests is in order to examine the decision making power of the interviewees as well as the efficiency of decision making Lastly, the reason for looking at the past experience is to know the history of the interviewees whether there are any problem or bad marks. The reasons the corporation whose to not use written tests is that there isnt such a thing as definite answers for decision making process especially the job does not need much technical knowledge. Samples of the Interview questions include to Introduce yourself so that our company could know more about interviewees and his/her expressional skills Or What do you think about being a manager? so that the company could examine

the appropriateness of the interviewees, and see the expectations of the interviewees. What do you think about F&B? Because the company needs to examine the employees understanding about F&B department for example how it operates. Can you name some famous brands in this industry? => to examine the understanding about competitions in the industry. What factors make those brands famous? The question is asked in order for company to examine the observational and learning ability from the other corporations. How can you make the outlet better than those brands? So the company could examine the ambition and planning. How often will you have meetings with the staff directly reported to you, in order for the company to examine the time management. What are the meetings about? so as to examine the ability to co-operate with the staff. How often will you stay in the outlet? in order for the corporation to make sure the interviewees have enough time in controlling the business. And lastly, How long do you expect to work in a single day? to assess the efficiency performed by the employee. Compensation plan Salary levels for Food and beverage Managers shall be established each year by

the corporation in its sole discretion taking into account such factors as Office Gross Revenue for each Food and beverage Manager's respective Food and beverage Office and/or such other factors as the corporation may determine. The criteria for determining Food and beverage Manager salaries on an annual basis may be the same or different for Non-Producing Food and beverage Managers, Producing Food and beverage Managers and/or Food and beverage Managers. Salaries shall be paid in cash on a periodic basis throughout each Fiscal Year. Salary payments will cease immediately upon termination of employment. According to Salary.com, most of the F&B Manager has working experience of 5 to 15 years, median of yearly salary is about USD 60,000.

Whilst upper quartile is about USD70,000 in New York. According To classifiedpost.com, an assistant F&B manager who has 5-8 experience are receiving HKD25,000 to 38,000, approximately USD38,560 to 58,611 yearly. To be a competitive employers, we have to meet or exceed the market median. These data may not be accurate and reliable but could be a reference for Compensation Analyst to determine the salary of our F&B manager. The Food and Beverage manager shall receive compensation from the company in return for work that has been performed. This compensation is much more than just the monetary rewards provided by the company, since includes not only the individual's base salary, but also as well as short- and long-term incentives, such as insurance, paid vacation and sick days, pension plans, and employee discounts. The organization's compensation practices have far-reaching effects on its competitive advantage especially when labor costs represent a large portion of the company's operating budget. By effectively controlling the labor cost, the firm can achieve cost leadership. This impact of labor costs on competitive advantage is particularly strong in the service as well as other labor-intensive organizations, where employers spend between 40 and 80 cents of each revenue dollar on the costs. This

means that for each dollar of revenue generated, as much as 80 cents may go directly or indirectly to the employee pay as well as benefits. The organization contains these spiraling costs to get a proper return on its human resource investment, and thus gain a competitive advantage. Even when the compensation-related costs escalate, the organization has ways to offset them. Pay and benefits are extremely important to both new applicants and existing employees. The compensation received from work is a major reason why most people seek employment. Compensation not only provides a means of sustenance and allows employees to satisfy their materialistic and recreational needs, but also they also serve the ego and self-esteem needs. With the aging of the workforce, the corporation is more concerned than ever before about retaining skilled, productive workers since disgruntled employees choosing to remain with the organization may begin to behave unproductively, less motivated, less helpful, or less cooperative. Because the corporations compensation practices heavily influence recruitment, turnover, and employee productivity, the applicants and employees view them in a favorable light. The corporation bases compensation benefits upon equity beliefs including both

Inputs - referred to the perceptions that employees have regarding their own contributions to the job, and outcomes- referred to the perceptions that employees have regarding the returns they receive. Employees judge the equity of their pay by comparing their outcome-to-input ratio (O/I) with other employees ratio. When employees' O/I ratios are less than that of their colleagues, they feel they are being underpaid but when greater, they feel overpaid. Under both conditions, the equity ratio produces feelings of tension so employees will attempt to reduce in one of the following ways: Decrease inputs by reducing effort or performance. Attempt to increase outcomes by seeking a raise in salary. Distort perceptions of inputs or outcomes by convincing them that their O/I ratio already is equal to that of their referent other. Attempt to change the inputs outcomes of their referent other. For example, they may try to convince their colleagues to work harder for their pay or choose a new colleague whose O/I ratio is equal to their own thereby escaping the situation. These responses may be manifested by a variety of behaviors, such as absenteeism, tardiness, excessive work-breaks, or quitting.

The corporation therefore as to make sure that the payment: Is relatively fair to the pay received by coworkers in the same organization Fairly reflects their input to the organization The firm's employees must believe that all jobs are paid what they are "worth as well as reflect and be based on the overall importance of each person's job. Because some jobs afford a greater opportunity than others to contribute, those holding such jobs should receive greater pay. The firm makes its employees perceive that their pay is fair in relation to what their counterparts in other organizations earn by learning what other employers are paying then establish pay rates consistent. When setting its pay policy, the company considers its strategic plan. For example, if long-term employee commitment is a strategic goal, then the organization should attempt to develop a price based on a benchmark job, which would determine the statistical relationship between job evaluation points and prevailing market rates. Employee contributions equity is achieved when employees believe their pay fairly reflects their level of contribution to the organization. The organization

established a range of pay for each pay grade; it place each employee within that range based on his or her contribution to the organization. The organization establish a range spread of 10-25 percent for office and production work, 35-60 percent for professional and lower-level management positions, and 60-120 percent for top-level management positions. The mechanism for recognizing employee contributions differs for new and existing employees. Varying the level of starting pay they receive recognizes contributions made by new employees. New employees usually are paid at the minimum rate unless their qualifications exceed the minimum qualifications of the job. Those exceeding minimum qualifications are paid more because they can make a greater contribution, at least initially. Existing employees' contributions usually are recognized in the form of pay raises, typically granted on the basis of seniority and performance. The organizations compensation systems fit the dynamic, highly competitive business environment perfectly. The firm increasingly is using plans such as skill-based pay, which compensates employees for the number and types of skills they possess instead of the type of job they have. Similarly, there is the "at-risk"

compensation, where employee pay is tied to performance. Under this system, the employee's bonus does not become part of his or her base pay; instead, the bonus must be re-earned each year. These changes, and numerous others, are designed to help offset compensation costs by gains in productivity, and to develop more flexible workforces. Food and beverage Managers may be eligible for an Award to be based on a formula, which shall be determined by the corporation from time to time. A Food and beverage Manager's Award shall be based on the monthly Profit Margin of his or her respective Food and beverage Office. However, in the event of a Food and beverage Office loss, such loss shall be carried forward to succeeding months and shall be used to reduce the monthly Profit Margin in such succeeding months in calculating Awards until such losses shall have been offset in whole by the Food and beverage Office's Profit Margins in successive months of the same Fiscal Year. The amount of any Food and beverage Manager's Award may be increased at any time by the corporation in its sole discretion. Awards shall be paid in cash. Ethical and Moral Issues Equal Employment Opportunity

In the recruitment of food and beverage managers, the problem of greatest importance is how to guarantee equal employment opportunity. These years, the discrimination against some groups of the workers has become more exposed and is paid great attention by the masses. Due to the discrimination, some applicants who intend to work in our food and beverage department may not get the position they deserve, although they are talented and skilled. So what is equal employment opportunity, and how can we realize it? Equal employment opportunity, also known as EEO, is to make sure that everyone has equal access to available employment, by means of ensuring that workplaces are free from discrimination and harassment, and providing programs to assist people to overcome disadvantage. The typical groups that are impacted by disadvantage and discrimination include female, aboriginal people and Torres Strait Islanders, members of racial, ethnic, and ethno-religious minority groups, people with a disability and young people under the age of 25. These groups are the traditional disadvantaged minority. Yet, they ought not to be refused despite of their actual strengths. Only if we get rid of discrimination in the recruitment, can our workforce be the best selections and representative of

the general community. We assure our applicants that we have recruitment and workplace rules, policies, practices and behaviors that are fair and do not disadvantage people. In an environment without discrimination, our employees are respected and have opportunities to develop their full potentials and pursue a career path of their own choice. 2. Rest Days and Volunteer Work on Rest Days According to Hong Kong Employment Ordinance, every employee who has been employed by the same employer under a continuous contract shall be granted not less than 1 rest day in every period of 7 days, in addition to any statutory holiday, or alternative holiday or substituted holiday. Besides, an employer shall appoint rest days and he may appoint different rest days for different employees. But as a newly constructed department, our food and beverage managers might need to work for extra hours due to unexpected emergencies. The Ordinance also says that an employer may require an employee to work on his rest day if it is necessary to do so by reason of a breakdown of machinery or plant or other unforeseen emergency of any nature. Afterwards, the employer should substitute for

any rest day on which an employee is required to work, or some other rest day within the period of 30 days next following, notice of which shall be given to the employee within 48 hours after the employee is so required to work. The Ordinance also declares that an employee may, at his own request and if the employer agrees, work for his employer on a rest day. Any condition in a contract of employment, which makes the payment of any annual bonus, or any end of year payment or any proportion thereof, subject to working on rest days granted should be void. Voluntary work on rest days will give the employee a chance to gain work experience and long-run development. We will give out the details about our granted rest days, and also express our possible needs and wishes to see them work voluntarily on rest days. If anyone in our applicants is willing to do so, we surely will appreciate and praise his warm-heartedness on the job. 3. Remuneration other than wages The Ordinance also mentions that a contract of employment may provide for giving to an employee food, accommodation or other allowances or privileges in addition to wages as remuneration for his services. No employer shall give to an employee any intoxicating liquor, dangerous drug, or any ticket or other substitute

for ticket for any cash-sweep, fixed odds betting or pari-mutuel betting organized or conducted with the permission or authorization under the Betting Duty Ordinance as remuneration for his services. As is known, the restaurant of our hotel receives high opinion from guests. The food prepared in our restaurant is of good reputation around the neighboring area. The service in our hotel rooms is also very outstanding. It will be a worthy deed if we give our new employees the rights to eat and stay freely in our hotel. That will surely become a great attraction to the applicants. We believe that it can improve their understanding and pride in the workplace, and encourage them to make a contribution.