Human Resource Management Report: Restaurant Manager Position Analysis

This report provides a comprehensive analysis of Human Resource Management (HRM) principles applied to the role of a restaurant manager. It begins by outlining the job description, responsibilities, and strategies for job enrichment and departmentalization. The report then delves into HR planning, recruitment strategies, and environmental scans relevant to the restaurant industry. It explores the employee selection process, including application forms, pre-screening, employment tests, interviews (behavioral descriptive and situational), and reference checks. The report also details an onboarding program, its justification, and methods for measuring its effectiveness. Furthermore, it covers compensation philosophy, job valuation, and the components of a compensation package, as well as employee benefits. The report concludes by referencing relevant literature and providing a holistic view of HRM practices within the context of a restaurant management position.

Running head: Human resource management
Human resource management
Position decided: Restaurant manager

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Contents
Introduction.................................................................................................................................................3
Chapter 3: Designing and analyzing jobs....................................................................................................4
Job description.........................................................................................................................................4
Strategies to enrich or enlarge the job......................................................................................................5
Departmentalization.............................................................................................................................5
Timely rewards and recognition..........................................................................................................5
Expanding menu..................................................................................................................................6
Chapter 4: HR planning and recruitment.....................................................................................................6
Environment scan....................................................................................................................................6
Recruitment strategy................................................................................................................................7
Chapter 5: Selection....................................................................................................................................7
Managing selection process.....................................................................................................................7
Selection interview..................................................................................................................................8
Behavioral descriptive interview.............................................................................................................8
Situational interview................................................................................................................................8
Chapter 6: Orienting and training................................................................................................................9
On boarding program..............................................................................................................................9
Justification for the program..................................................................................................................10
Measuring effectiveness of the program................................................................................................10

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Chapter 7: Rewards: Direct compensation.................................................................................................11
Compensation philosophy.....................................................................................................................11
Valuing the job......................................................................................................................................11
Compensation package..........................................................................................................................11
Chapter 8: Rewards: employee benefits.....................................................................................................12
Type of benefits.....................................................................................................................................12
Job related service.................................................................................................................................13
Flexible benefits....................................................................................................................................13
References.................................................................................................................................................14

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Introduction
Human resource management is the process of managing human resources of a given
organization. It is one of the most crucial functions of the business and enables the top
management to ensure that the employees working for the firm are productive and satisfied
(Armstrong & Taylor, 2014). The responsibilities of a human resource manager are varied
starting from recruiting and training to rewarding and managing performance. An efficient
human resource manager is a vital asset to any business.
This report throws light on various functions of the human resource management. The position
selected is that of a Restaurant manager. This position has been selected owing to varied
responsibilities fulfilled by a restaurant manager and the sundry amount of new challenges that
the manager faces on a daily basis. It is a unique position as the customers change every day and
each customer has distinct needs and demands.
A restaurant manager is expected to hire the right staff for the restaurant, manage a diverse set of
customers, address their grievances, effectively manage the restaurant budget, follow compliance
and handle conflicts (Beardwell & Thompson, 2014). These vast spectrum of responsibilities
make the position of a restaurant manager truly dynamic and it is imperative that the person
selected for the role is dexterous and proficient.

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Chapter 3: Designing and analyzing jobs
Designing of jobs is one of the most crucial tasks assigned to an HR manager. This involves
forming and formulating various responsibilities that need to fulfill by the employee (Jong,
Parker, Wennekers & Wu 2015). It specifies various relationships of the employee with the rest
of the firm and clarifies expectations and defines responsibilities in an efficient manner.
Job description
Job description clarifies the responsibilities and obligations that come with the position of a
Restaurant manager. The purpose of the job description is to ensure the employee is clear and
well aware of the responsibilities that he is expected to fulfill (German, 2016). It also elucidates
to whom the employee reports and whose performance in the team is he accountable for. The
description also lays emphasis on the most basic qualifications to ensure a person’s eligibility to
apply for the job. The job description of a restaurant manager is as below:
Job Title Restaurant manager
Reports to Restaurant owner
Date 12/11/2017
Written by and approved by
Job duties and
responsibilities
1. Managing staff working at the restaurant
2. Budget planning and execution
3. Daily reporting to the owner
4. Managing stock and raw material
5. Coordinating with suppliers
6. Grievance handling

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7. Ensuring customer satisfaction
8. Managing performance of the staff
9. Providing the staff with timely feedback
Job specifications 1. Excellent communication skills
2. Graduation in any field
3. Excellent people management skills
4. Previous experience of 3 years in the same industry
mandatory
Performance standards 1. Implementation of budget
2. Generate revenue
3. Manage cost
4. Ensure excellence in customer service
5. Reduce turnaround time for customers
Strategies to enrich or enlarge the job
Departmentalization
Departmentalizing the restaurant will help in enriching the job profile as it would make the work
of the restaurant manager much easier (Portal, 2013). Each department will have one contact
person and the restaurant manager will be directly communicating with these contact persons on
a regular basis. This would save time and create an increased efficacy.
Timely rewards and recognition
The restaurant manager must be provided with timely rewards and effective recognition. These
rewards would be aimed at making the manager feel more valued and instil a sense of motivation
to assist in achieving better performance (Jones, 2017).

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Expanding menu
Expanding the menu of the restaurant will enlarge the job of the restaurant manager as now the
target market would increase and hence the number of customers availing services at the
restaurant would be higher. This would require extra management and responsibilities of the
manager leading to an enlarged job.
Chapter 4: HR planning and recruitment
Human resource planning is the procedure of analyzing the current as well as future human
resource requirement in any business. This involves examining how many employees are
currently employed with the firm and fulfilling manpower gaps if any (Belcourt & McBey,
2016). The aim of HR planning and recruitment is to make sure the business is neither
understaffed nor overstaffed.
Environment scan
Environmental scan assists managers in considering the factors that may directly or indirectly
impact the recruitment process and availability of talent in the industry (Uysal, 2014). As a
restaurant manager, this environmental scan includes:
1. Increasing competition: the manager need to know how many more restaurants or similar
services are available in the nearby areas and what are the salaries that are being offered
to their employees.
2. Employee poaching: The manager must also keep a hawk eye on restaurants that might
be poaching our employees by keeping a track of previous employee’s current
employment details (Kim, 2014).
3. Economic factors (recession, inflation): Factors like recession and inflation hamper the
availability of talent (Chauradia, Mawdsley & Brymer, 2017). An increasing inflation
increases employee’s salary expectations while recession generally slows down the
economic activity of the nation

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Recruitment strategy
1. Recruitment drives: Recruitment drives could be conducted which allow firms to address
a wider audience and help find the right candidate for the job. These recruitment drives
are intended to provide jobs to a large number of people.
2. Handouts distributed in public places: Handouts could be printed and distributed at public
places in order to make people aware about the vacancies at the restaurant. The eligible
and interested candidates could apply by referring to the contact details in the handout.
3. Referrals: The existing employees of the restaurant could refer other interested candidates
and earn extra incentives for the same (Burks, Cowgill, Hoffman & Housman, 2015).
Chapter 5: Selection
Selection of the perfect employee from various applying candidates is a significant responsibility
of a restaurant manager. It requires immense skill to identify the right talent in the short span in
which the candidate interviews with the firm. Organizations must be strict about the selection
criteria in order to filter out ineligible candidates.
Managing selection process
1. Completion of application form: Anyone who applies for the position would be asked to
fill out an application form. Candidates applying online can fill the application online.
This will contain the details of the candidate’s work experience, educational
qualifications, strengths, weaknesses and other personal information.
2. Pre-screening: On the basis of their application alone, various candidates will be selected
or rejected for the next round of interview. It is essential to ensure that the qualifications
of the candidate matches well with those required for the job. It is difficult to know about
a person entirely by their application, hence this is just the first level test.
3. Employment tests: The role of a restaurant manager involves making quick decisions,
manage stress and act fast in case of a crisis. To assess this ability of a candidate, a
logical reasoning and aptitude test would be conducted. This will help to further shortlist
candidates for the personal interview round.

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4. Interview: A one on one personal interview is the best way to judge a candidate’s
communication skills, public behavior and ability to connect with people. An interview
will be conducted in the presence of the restaurant owner as well as the HR head.
5. Reference checks: if the candidate successfully clears the interview to the satisfaction of
the jury, then a reference must be conducted to check upon the performance of the
candidate in the previous jobs. This is important to make a decision and get a genuine and
first hand feedback from the previous employer.
6. Hiring decision: Once the entire process has completed, the top management must sit
together and decide whether the candidate must be selected or rejected. Either way, the
candidate must be informed the decision in a professional manner.
Selection interview
During the candidates’ interview, it would be essential that the owner of the restaurant or any
other business partner along with HR personnel is present. For the position of the restaurant
manager, the team would be evaluating the candidate based on communication skills, people
management skills, quick decision making ability, efficient conflict management and polite
behavior (Levashina, Hartwell, Morgeson & Campion 2014).
Behavioral descriptive interview
Question 1: Describe a situation where you have completely disagreed with your superior
because you were very sure that you are right
Question 2: What has been your biggest achievement and your biggest failure since you started
working. What did you learn from both?
Question 3: What is the most difficult customer situation you have ever faced and how did you
tackle it?
Situational interview
Question 1: If a customer has visited the restaurant with a large party and orders food worth
CAD 300, but one of the food items has a strand of hair. He is demanding to wave off his entire
bill. The staff is doubting that he has placed that strand of hair himself to get free food. On the

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other hand, customer is creating a scene and intimidating to sue the restaurant. What would you
do in such a scenario?
Question 2: There is a waiter who has been associated with the restaurant since inception and has
been one of the best performing employees of the firm. One day you visit the terrace of the
restaurant after working hours and see that he and two other colleagues have stolen beer from the
restaurant and consuming it in the restaurant premises. What action would you take?
Question 3: There is an office in the same building as your restaurant and the employees of that
office regularly visit the restaurant. For the 14 of February, you have hosting a private party and
30% of the tickets have been sold. The CEO of the same office approaches you and requests you
to allow the office to organize a party on 14th February, the same day as the private party. You
cannot lose this client as they give you a daily business. What would you do?
Chapter 6: Orienting and training
On boarding program
Pre hire: Before hire the candidate’s details would be recorded. The candidate must be asked to
send all his documents for verification and feedback must be taken from the previous employers
Hiring: Once the employee has been hired a formal welcome letter must be sent to the employee
with details including his work timings, dress code, contact details of one contact person and
other important organizational details (Lawson, 2015).
First Day: The employee must be introduced to everyone in the organization. The details of the
organizational structure and his team must be shared with the employee. The work must be
clearly explained, a tour of the entire facility must be provided, a mentor must be assigned and
any other guidance that the employee wants, must be provided.
First week: It is important that the restaurant manager can handle different departments of the
restaurant including kitchen management, accounting, staff handling etc. Training must be
provided for the same. Performance must be closely evaluated. And towards the end of the week
a meeting must be scheduled to take and provide feedback about the current experience in the
restaurant.

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Three months: Three months from the joining, a complete performance evaluation should be
done. The idea is to provide a feedback to the employee and recommend improvements if any
required. Also the employee’s feedback should be taken about his team members. The employee
must also share an action plan for the next three months.
Justification for the program
Employee orientation: This on boarding program would orient the employee well with the
restaurant and the organizational structure.
Employee acceptance: This program is aimed at ensuring the employee accepts the
organizational culture and vice versa. The employee must be comfortable in the place of work
(Williams, 2015).
Feedback: This program would also give way to a genuine and transparent feedback policy. This
way the employee would be able to improve his performance and he can also provide feedback
and recommend any improvements in the organization.
Performance evaluation: This on boarding program involves performance evaluation meetings
between the manager and his superior every three months. This would ensure that the
performance is regularly evaluated and kept under check.
Measuring effectiveness of the program
1. Feedback from the employee will give a clear idea about the effectiveness of the
orientation and training program. This could be done via feedback forms as well as
encouraging open discussions at the end of the program.
2. Employee performance must also be evaluated before and after the program. Any
positive change in the performance could be an indicator of the success of the orientation
program.
3. Employee buddies could be assigned and also informal behavior of the employee must be
noticed. An active participation in office activities, clarity of work and interaction with
other employees is an indication of well oriented employees.

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Chapter 7: Rewards: Direct compensation
Compensation philosophy
The philosophy behind the restaurant’s compensation program is to ensure an attractive and
flexible pay along with benefits. The goal for the restaurant is to be competitive in recruitment.
The high compensation package also reflects upon the high quality of performance expected
from the employees (Reda, 2015).
Valuing the job
It is important to make employees feel valued and that their performance is given the due credit
as well as appreciation. This is an important step to motivate employees and letting them know
that the work they perform is important and valued.
Various performance evaluation methods must be in place to ensure that the right and deserving
employees are rewarded. These merit systems must provide a credible relationship between
employee performance and raises awarded to them.
A restaurant manager would be evaluated as per a balanced score card. It is a strategic
performance management tool which evaluates an employee on the basis of four important
aspects, Financial, customer, internal business process and learning & growth.
Compensation package
Fixed Salary Annually Monthly
Basic Pay CAD 120000 CAD 10000
HRA CAD 2400 CAD 200
Conveyance CAD 1200 CAD 100