golden corral recruiting principles

Transcription

GOLDEN CORRAL
RECRUITING PRINCIPLES
Introduction
The Recruiter’s Toolkit is designed for anyone who is responsible for hiring talented team
members for Golden Corral and its restaurants. The Recruiter’s Toolkit provides:
I.
Workforce Trends
II.
Summary from the Industry of Choice Study
III.
Best Practices for Recruiting
IV.
Golden Corral candidate Pre-employment Selection Tools
(Co-worker/Management)
V.
Company Recruitment Resources
(Co-worker/Management)
I. Workforce Trends
Key Demographic Trends
•
The Aging Boomers: The workforce as a whole is becoming older.
•
Shrinking Workforce: The relatively small size of Generation X & Y means that
replacements are not necessarily waiting in the wings.
•
Managing Different Generation Issues and Motivators: As each generation
has grown up with unique environmental factors, managers must learn to
implement situational management to adjust to varying employee traits.
•
Sandwich Generation: Growth in the number of employees with both childcare
and eldercare responsibilities.
•
Diversity: New entrants into the labor force will continue to reflect the growing
diversity in America.
•
Hispanic Population:
Hispanics are now the largest minority group in the
United States. In 2010, Hispanics are projected to be 16% of the total U.S.
population.
•
Population Shifts:
As the population becomes more diverse, neighborhoods
reflect this shift as ethnic and racial populations that were once concentrated in
urban areas are increasingly moving to suburban areas.
Recruiter’s Toolkit for Golden Corral
Page 1
Demographic Factors*
Today’s workforce is made up of four generations:
The Silent Generation: 63-80 years old
•
Silents are “betweeners.”
Born too late to participate in World War II and too
early to become full-blown flower children, they found themselves stuck between
“can do” Veterans and “I gotta be me” Boomers.
More traditional Silents were
awed by the sacrifices of the “Greatest Generation” made to ensure a world “safe
for democracy.”
They adopted their elders’ values of loyalty, dedication, and
commitment to command/control leadership in hierarchical organizations.
The Baby Boomers: 45 - 59 years old
•
Many describe Baby Boomers as the original “Me Generation.”
They enjoyed a
particularly child-focused upbringing in contrast to previous generations because
there were so many of them. Not content to live in “Pleasantville,” where previous
generations “Got a good job and settled down,” many set out not merely to define
their individuality, but to create a more open, free society.
Generation X: 28 - 40 years old
•
A generation of latchkey kids, Xers were born during one of the most blatantly
anti-child phases in U.S. history.
Having grown up in the aftermath of their
parents’ social rebellion and focus on getting ahead, many Xers never developed
strong connections to traditional institutions, leading to an “I can take care of
myself” attitude.
They grew up independent, goal-oriented entrepreneurial
thinkers whose ease with information and technology became one of their most
important survival skills.
Generation Y: 27 - 20 years old
•
Coming of age during the most expansive economy in the last 30 years, Gen Yers
are the children of Baby Boomers and the optimistic, upbeat younger siblings of
Gen Xers. They have been told that they can make a difference in the world, and
they have already started to prove it as many are working for social causes. They
are a generation on fast-forward with self-esteem and believe that education is
the key to success.
*Excerpts from “Managing the Generation Mix” by Bruce Tulgan and Carolyn A. Martin,
Ph. D.
Page 2
II. Industry of Choice Study Summary
The foodservice sector alone is expected to add over 1 million jobs by the year 2005.
Foodservice employers will compete with other industries for employees -- some
traditional competitors and some new ones, too. In particular, the healthcare industry is
creating new entry-level positions as a result of both demographic and industry factors.
As competition for employees intensifies, we can no longer afford to think only in terms
of workforce supply and demand.
It becomes important to understand the shifts in
attitudes and values among the workforce and to incorporate that understanding into
recruitment and retention programs.
Attitudes are shaped by a variety of factors
including: events -- what’s happening in the world around us: behavior, influenced in
particular by the “coming of age” period; life stage -- young and single, middle aged
and married or divorced, or older and the survivor of life’s significant events; and finally,
gender, ethnicity, region, and occupation can all play a role in shaping our attitudes
and values. As we monitor workforce attitudes, we have found that four major trends
are shaping how people view jobs and employers today:
•
Desire for balance, focus on family and demands for flexibility.
•
Jobs with meaning and shared values with the employer.
People at all levels
seem to want to know what the organization stands for, and whether it’s
something of which they can feel a part.
•
Employees at many different levels are assuming greater control for their careers.
Companies offering training and other learning-opportunities are preferred.
The Industry of Choice Study measured attitudes and personality traits in the context of
expressed behavior.
According to the Industry of Choice Study, the following four
groups were used to classify all employees in the study sample, which included
foodservice and non-foodservice industry employees:
•
Careerists: Enjoy working in their current industry and plan to make it a longterm career.
•
Undecided: Avoid making occupational decisions, resulting in a series of jobs
other than a career.
•
Passing Through: Just passing through their current industry on their way to
somewhere else.
•
Misplaced: Should not be working in their current field.
Page 3
The study found 25 percent of foodservice employees classified as Misplaced compared
to 16 percent for non-foodservice.
Only 18 percent of foodservice employees were
Careerist compared to 28 percent for non-foodservice. These significant differences
support conclusions that the food service industry is perceived by many to provide dead
end jobs.
Careerists have the highest probability of remaining in the industry. The Misplaced also
tend to stay in the industry, but for the wrong reasons.
Passing Through have the
highest probability of leaving the industry since their career goals are directed
elsewhere, but are a good source of temporary help. About 40 percent of all employees
in the sample described themselves as Undecided about their career, and many of them
appear to have characteristics and attitudes that would be effective in the restaurant
industry.
If these Undecided could be influenced toward a Careerist orientation by
specific management practices, the industry could tap a large labor pool for its longerterm employees. Undecided represent the single largest and lowest cost opportunity to
foodservice operators to improve their employee base. For the foodservice industry, a
significant opportunity exists to target those individuals who are undecided and move
them toward a career in foodservice.
A secondary consideration would be targeting
those passing through the industry for retention programs to move them toward longerterm careers in foodservice.
III. Best Practices for Recruiting
•
Be unique in your approach.
In addition to newspaper ads, consider Internet
recruiting, radio spots, career fairs, recruitment brochures, flyers or any of the
other non-traditional ways to attract employees. Build your team with talented
people who are a good representation of the guests in your area so that our
guests feel comfortable dining in our restaurants.
•
Always have recruiting on your mind.
Recruiting is not a one-shot effort.
Interview future candidates daily or weekly to build your pool of talent.
•
Be persistent.
People who are talented are in high demand from competitors.
It pays to be persistent if you really have something that is right for an individual.
•
Recruiting is selling.
A good salesperson understands exactly what is being
sold, and believes in it!
Make sure you understand the job fully and can
communicate to the individual why they should work for Golden Corral. Find out
what motivates the potential employee in a target market.
Communicate what
Page 4
Golden Corral has to offer that is enticing for that particular individual or groups
of individuals.
Proactive Recruiting
At Golden Corral, when we notice someone working for a competitor who demonstrates
the talent to succeed in our organization, consider these tips for proactive recruitment:
•
Be on the lookout for talent at all times, and when you see it - ACT.
Carry
business cards with you and exchange them when you see talent in action.
•
Don't be put off by rejection. Some seeds of job opportunity are planted at the
first contact, but it may take time for a relationship to build which results in a
hire.
•
Talent comes from all walks of life. Look for demonstrated skills that would make
an individual successful within Golden Corral.
Media and Recruitment Materials
Talented employees who Golden Corral wants to attract to our business are typically
already employed and not “active” job seekers. To recruit these individuals to Golden
Corral, the use of nontraditional media, along with traditional media, will help us reach
the “passive” job seeker. And when using traditional media, such as classified ads, we
should ensure the process for applying is as simple as possible.
The theory behind
nontraditional media is that people who are happily employed are not combing the
classified columns in search of a new position.
Internet Recruitment
The Internet is fast becoming a mainstay tool for recruiters. One of the biggest benefits
of the Internet, from an advertising and recruiting perspective, is that it is interactive.
You can post a job and an applicant can respond immediately. This allows the advertiser
to capture the response from the applicant when their interest is piqued. Particularly for
the passive job seeker, this is quite important.
A detailed and descriptive listing of
industry and diversity Web sites is included in the Recruiter’s Toolkit to allow you to
target the specific candidate in whom you are recruiting for both management and Coworker opportunities.
Page 5
Corporate and Golden Corral company management opportunities are posted on the
Golden Corral Web site at www.goldencorral.com, which allows the applicant to
complete an on-line application. His/her information is then captured in an applicant
tracking system. In addition, Co-worker applicants have the opportunity to complete an
on-line form directed to their restaurant location of interest for either company or
franchise locations, which is e-mailed to the restaurant e-mail address.
Some Things We’ve Learned About Ads
A good ad isn’t one that generates the most calls, but instead, the most number of
qualified and talented applicants.
candidates:
Your best candidates are probably “elusive”
currently employed, not necessarily looking for work, and no current
resume put together. By providing a contact phone number or fax number versus “send
a resume or cover letter”, you will make it easier for those reluctant candidates to get in
the loop.
Be conscious of when you place ads. Generally, Sunday Help Wanted sections are best,
but avoid holidays and other special days when people may not read their papers.
remember, your ad is a direct reflection of Golden Corral.
And
The ads in the Ad Book
section of the Recruiter’s Toolkit have been developed by Shaker Recruitment
Advertising & Communications, Inc. and reflect Golden Corral’s consistent message as
an employer of choice through “Our Promises Our Golden” campaign. Through our
partnership with Shaker Advertising, you will have an easy step-by-step process to
placing Internet postings, print ads and other means of advertising. You have several
options to choose from to place an ad to include: contacting a member of your Shaker
Account Team by phone, e-mail, fax order form or use of the Golden Corral
Recruitment Resource Web site at www.shaker.com/gc/ to order an ad online.
* Golden Corral Corporation District Managers and/or Regional Directors of Staffing
must provide authorization to the restaurant management team for the placement of
advertisements for individual company restaurants.
Schools, Community Groups and Places of Worship
Local high schools, vocational schools and unemployment offices should be a critical part
of your contact list.
Let places of worship, civic organizations and others in your
surrounding community know of your staffing needs. This can be an excellent way to
target diverse markets.
Page 6
Outplacement Firms and Downsizing Organizations
Expand your networking to out placement firms, as well as organizations that are in the
process of laying employees off.
This presents a perfect opportunity to conduct an
information seminar to educate people on the opportunities in our business.
Welcome Wagons and Realtors
Welcome Wagons and realtors know who is relocating to town and not yet employed.
Develop a relationship with these individuals and use them as referrals. You may want
to include a discount coupon good at your restaurant as a gift to the new comers.
Community Involvement
Recruiting must be proactive and not reactive. Most recruiters realize that if you begin
to recruit after a position opens, you are too late. While involvement in the community
will probably not net you a candidate immediately, you are sowing seeds that you may
be able to reap later.
community:
open
recruiting/relations.
There are many ways to develop a positive image in your
houses,
information
sessions,
career
fairs,
and
college
However, if you choose to become involved, your objective is to
entice candidates to check out opportunities that they otherwise may not pursue
Open Houses
An open house is effective in attracting people who want to explore a job change, or a
person who may have been out of the job market for some time.
An open house is
conducted within a Golden Corral restaurant, community center or local hotel. During
an open house,
•
Run an ad in the local newspaper announcing the time and date of the open
house.
•
Inform the local high schools, vocational schools, colleges, universities, or other
groups.
•
Offer something free (refreshments, a raffle or other giveaways) to attract
candidates.
•
Use
recruitment
materials
like
Golden
Corral
flyers,
brochures,
etc.
to
communicate opportunities.
•
Set up a table with a representative available to discuss job opportunities and
provide information about Golden Corral.
Page 7
Career Fairs
There are numerous fairs across the country.
Career fairs can be a positive way to
recruit both Co-workers as well as management personnel. Consider these ideas:
•
Make sure your group of recruiters includes people from diverse backgrounds and
include people from the market you are specifically targeting for recruitment.
•
Offer a “freebie” to attract candidates to your booth.
•
Maximize the effectiveness of the fair by asking all candidates to register for a
door prize drawing, and use this information to contact possible leads by mail or
telephone.
•
Review the list of company provided materials that would be useful for open
houses and career fairs.
Networking With Local High Schools
The foodservice industry is reaching the next generation of restaurant employees at the
high school level.
Keep guidance counselors and others in the local high school or
vocational school informed of the opportunities within your restaurant. Request to hold
information sessions at the school or be a guest speaker for culinary classes. Referrals
from teachers or counselors could make your job recruiting Co-workers much easier.
Participate in Groundhog Job Shadow Day to provide a “day in the life” of a
restaurant manager or Co-worker to educate students on the incredible opportunities
available in the foodservice industry. Inquire if your local high school participates in the
National Restaurant Association Educational Foundation’s ProStart School-to-Career
program, which encourages internships and work experience in the foodservice and
hospitality industries.
Information on the ProStart program may be found at
http://www.nraef.org/prostart/.
Page 8
College Recruitment
The two factors that have the greatest influence on students’ impressions about
potential
employers
is
their
interaction
with
company
representatives
and
the
recruitment process itself. Whatever your involvement in college recruiting, you are in a
position to have a direct and positive impact on potential employees.
Having an efficient and effective follow-up process is considered by most students as
being the number one college relations and recruitment best practice. The
professionalism, consistency and competence with which our college recruiting processes
unfold are most visible and a key way that students are able to sort out “the best” from
the rest of prospective employers.
Building College Relations:
One of the most important aspects of successful college recruiting efforts involves
building strong relationships which include:
•
Coordinating college recruiting schedules and information sessions.
•
Coordinating college relations activities such as career fairs, special speakers and
restaurant tours.
•
Coordinating special programs.
•
Advertising and announcing Golden Corral college relations activities at your
schools.
•
Providing speakers for classes and other student organization activities.
•
Sponsoring summer internships and co-ops.
Referrals from Employees and Guests
Often your own employees and guests are the best way to reach the audience of passive
job seekers. The continued effectiveness of employee referral or referral bonus
programs at many restaurants clearly reflects the power of internal recruitment.
You
can extend this concept through in-store advertising targeted to guests who may refer
friends or relatives for positions at the restaurant.
Repeat customers are favorably
predisposed to the restaurant and could therefore consider it a good place to work.
Referrals tend to be committed and qualified.
Your employees understand the
requirements of the position and help to prescreen candidates.
In addition, both the
employee and the referred candidate feel a sense of commitment to each other and to
the organization and this is felt to positively affect retention.
Page 9
Former Employees
A letter can be used to recruit former Co-workers or managers who left Golden Corral
with a good work record. A sample letter for Co-workers is listed below. A similar letter
can be used to recruit management.
TOOLS YOU CAN USE FOR PREVIOUS EMPLOYEES
Today's Date
Dear (Co-worker's Name),
I know you are probably very happy at your present job. If, however, in the
future you are interested in other opportunities, I would like you to consider the
possibility of rejoining our team. We’re on the lookout for good Co-workers and
your work at Golden Corral proved you are the kind of Co-worker we need.
If
you are interested, I would like to have the chance to talk to you about some of
the changes we have made at the restaurant and your job opportunities at
Golden Corral. Please call me or stop by and see me at the restaurant. Hope to
see you soon!
Page 10
Non-Traditional Labor Pools
Former Welfare Recipients
Welfare reform has meant thousands of former welfare recipients are starting to
inundate America’s labor pools, giving industries such as foodservice new labor
resources at a time when existing pools are decreasing in number and size. While the
real effectiveness of this effort remains to be determined, the foodservice industry has
assumed a key role in providing transition opportunities. The industry also sees the
benefits in helping people move on to other careers through experience in foodservice.
Continually fighting the “dead end” job perception, the foodservice job can be seen as
the perfect starting point for someone entering the labor force from welfare.
Seniors
Aging is changing in America as the Boomers drag their heels toward old age. For the
Boomer, the emphasis has always been about staying young. And, their free spending
lifestyles will probably keep many Boomers in the workforce longer than anticipated.
Nevertheless, independent-minded Boomers will insist on working on their own terms
and employers should be prepared to be flexible in order to accommodate the needs of
older Boomers if they want to capitalize on this growing labor pool.
Seniors can be
targeted through senior centers in many communities, through church or civic groups
and with general media.
Newspaper advertising can be effective as newspaper
readership skews toward older demos.
Individuals with Physical or Mental Challenges
Physically and mentally disabled individuals are proving to be some of the most capable,
productive employees available in today’s workforce. And foodservice and hospitality
recruiters are quickly taking notice. Training is essential and may take longer, but the
results can be well worth the effort.
Page 11
IV. Golden Corral Candidate Pre-Employment Selection Tools
Golden Corral Corporation has partnered with Kenexa to create a customized
behavioral-based interview and assessment hiring resource to identify potential high
performers for your restaurant. The Kenexa Selector™ and Kenexa Insight® provide
very specific profiles based on the study of top performing Co-workers within Golden
Corral. These profiles are comprised of traits, which are recurring patterns of thought,
feeling or behavior. If you understand a person’s dominant trait, you can predict with
great reliability how a person will behave in a given situation which will assist you in
matching an individual’s traits to a given position for success.
Co-Worker Selection
The Kenexa Co-worker Selector is conducted on the restaurant’s Computer Based
Training (CBT) internet-based system at http://golden.proveit.com and is available in
either English or Spanish. This 20-30 minute automated assessment provides feedback
to detect basic competencies or personality traits needed to excel as a Co-worker. This
consists of the Counter Productivity Indicator (CPI) and Golden Corral Co-worker
Selector.
Based on the overall score for each assessment, this is the best method to
assess the total talent and areas of strength of the candidate to make a determination
whether or not to move forward with the next step in the hiring process.
The second step in the Co-worker pre-screening process is the Kenexa Insight interview,
which is a structured one-on-one interview for the manager with the candidate to
identify consistent, predictable behaviors, attitudes and perceptions by identifying the
candidate’s traits. Finding talented people with the traits that match Golden Corral high
performing employees is critical in hiring the person in the right Co-worker position.
This interview is designed to quickly determine how much of a certain trait a candidate
possesses.
Page 12
Co-Worker Traits
Achiever: Motivated by accomplishments and has a lot of physical activity during their
day.
Relator:
Natural ability to gain the acceptance of others and develop friendly,
supportive relationships.
Competence: Masters complex skills and takes pride in one’s ability to become highly
competent in the skill.
Pride: Exhibits a positive outlook and is consistently upbeat and optimistic even during
times of stress and adversity.
Responsibility: Feeling of psychological ownership over their work. Demonstrated by
being trustworthy, following through on commitments, and doing what it takes to
complete a project.
Assertiveness:
Able to increase their determination when they are resisted and are
direct. Moves people towards a commitment to buy or act.
Focus: A strong attention to detail and a need for completion of their work.
Customer Service: An inherent desire to provide a high level of service to others.
*All Golden Corral company restaurants participate in the Kenexa Co-worker assessment
tools. Franchisees who would like to participate in and activate the CBT Kenexa Selector
may do so by contacting Clay Ehlers with Kenexa at 800-391-9557 or E-mail:
clay.ehlers@kenexa.com. The annual fee is $250/year per restaurant for unlimited use.
Franchise and company management candidates are trained in Phase III to administer
the Kenexa Insight interview. If a franchise would like to certify existing managers in
this interview, please contact either Bill Anstine or Linda Almery with Kenexa at 800391-9557 to set up a training session. Interviewers are required to be re-certified on an
annual basis to retain their assessment skills.
Page 13
General Manager/Associate Manager/Multi-Unit Manager Selection
Similar to the need to ensure that we are hiring the right Co-worker for the right
position at Golden Corral, it is imperative that the leadership in our restaurants reflect
those traits that have been proven to create a successful restaurant and team. Golden
Corral also partners with Kenexa for a behavioral-based interview to identify traits that
successful Golden Corral managers have demonstrated.
General Manager/Associate Manager Traits
Stamina: Individual who seems to never quit working.
Achiever: “High Energy” type that thrives on getting things done and motivating others
to meet expectations.
Ego/Drive: Thrives in taking on challenges that have never been met before or setting
new goals and standards for the rest to follow.
Customer Rapport:
Quickly establishes a consistent base of loyal customers and is
likely to customize their store’s routine to accommodate their guests’ taste.
Responsibility: Takes their commitments to another level-delivering and responding to
the needs of others.
Adaptability:
Able to concentrate on a number of tasks simultaneously and is
comfortable handling numerous interruptions during their day.
Focus: Maintains an intense level of concentration on all aspects of their work.
Relator:
Builds success through trust and communication and always seems to be
surrounded by individuals who are willing to help them.
Command:
Strong influencer and is representative of authority and direction in the
restaurant.
Personalizer: Able to understand and communicate with others by individualizing their
approach to match others.
Critical Thinking: Easily breaks down most any situation and brings resolution quickly.
Arranger: Ability to identify and strategically place individuals in positions where they
are able to best utilize their talents and be most productive.
*Golden Corral Corporation Directors of Staffing are certified on an annual basis to
administer the General Manager/Associate Manager Kenexa interview to prospective
management candidates.
If a franchisee would like to become certified to administer
this interview, please contact either Bill Anstine or Linda Almery with Kenexa at 800391-9557 to set up a training session.
Page 14
Multi-Unit Managers
Kenexa also offers a behavioral-based interview for the selection of multi-unit managers.
This interview is proprietary to Kenexa and is administered by a Kenexa interviewer via
telephone with prospective Golden Corral multi-unit candidates. Similar to the General
Manager/Associate Manager interview, the Food Service Executive interview identifies
specific traits for multi-unit managers, which are indicators of success at this level within
Golden Corral.
*To schedule a Food Service Executive interview with Kenexa, Golden Corral Corporation
or Golden Corral franchisees may call Linda Pearson with Kenexa at 800-391-9557 to
schedule an interview with a certified Kenexa interviewer.
V. Company Recruitment Resources
Internet Corporate Contracts
www.monster.com
Golden Corral Corporation has negotiated a volume discount contract with Monster.com
on an annual basis for the recruitment of management candidates. (See details of Web
site in the Internet Resources Section of the Recruiter’s Toolkit). Through this contract,
Golden Corral purchases a high volume of job postings, which also decreases the cost
for national resume database search capability for individual recruiters. Golden Corral
franchisees may also take advantage of this contract discount through partnering with
Golden Corral Corporation.
To have unlimited search capability of the Web site, franchisees may sign up as a
national database user.
This allows access to all of the resumes in their database by
searching for specific criteria and location for candidates.
which is half of the Monster.com regular price.
This annual fee is $3,500,
In addition, job postings may be
purchased from our corporate account at $90/posting for 60 days.
Individual regular
Monster.com postings without the corporate discount are $385/posting.
Users are assigned individual user names and passwords, which provide access to your
account and purchased job postings.
You have the option of choosing to individually
purchase the search feature, job postings, or both. Depending on how many postings
you may want to purchase and search capability, Golden Corral Corporation creates an
internal invoice for those services purchased by franchisees.
Page 15
www.Hcareers.com
This niche Web site targets the hospitality and restaurant industries and has over
10,000 hospitality/restaurant jobs posted on the site. In addition, it is supported by the
National Restaurant Association (www.restaurant.org) and Food Service.com.
Golden Corral Corporation has negotiated an annual contract with Hcareers.com and
interested franchisees may purchase database accessibility and unlimited postings as
part of our annual contract.
* Franchisees interested in partnering with Golden Corral Corporation on either
www.monster.com or www.Hcareers.com corporate contracts may contact Erika
Braun,
Manager,
Human
Resources
&
Compensation
at
919-881-4487
or
ebraun@goldencorral.net.
Summary of Company Recruitment Materials
The following are recruitment tools which can be ordered using the Golden Corral
Turnkey Catalog. Refer to the Recruiting Materials section of the Turnkey Catalog.
CO-WORKER RECRUITMENT MATERIALS ON TURNKEY
Co-worker Recruitment and Interview Request Brochure (Company and
•
Franchise use):
This four panel 4.25” x 8.25” color brochure details the many
opportunities available to Co-workers at Golden Corral, and describes our work
environment, culture, training and advancement opportunities.
Additionally, a
perforated “Interview Request Card,” which is removed from the brochure by the
applicant, may be easily utilized by applicants interested in employment at your
restaurant. The brochures are available in either a franchise or corporate version.
(Company version details Golden Corral Corporation benefits and
education
fund.) This brochure is an excellent tool to provide at open houses, career fairs,
information sessions or to candidates following interviews.
•
Co-worker Recruitment and Interview Request Brochure POP Stand
(Company and Franchise Use): This plexi counter display coordinates with the
Co-worker Recruitment and Interview Request Brochure to display for prospective
Golden Corral Co-worker applicants.
Page 16
•
Education Fund Brochure/Application and Flyer (Company use only):
These items provide an explanation of the Connie M. Maynard Education Fund for
Golden Corral Corporation employees.
The education fund information flyer is
automatically included in the Co-worker file for new employees for company
restaurants.
In addition, the education fund brochure/application is also mailed
annually to restaurant managers for company-owned restaurants to promote the
Education Fund.
MANAGEMENT RECRUITING MATERIALS ON THE TURNKEY:
•
Management Recruiting Brochure (Company and Franchise Use): This
5.5” x 8.5” brochure details the limitless opportunities available at Golden Corral
for prospective management candidates and includes our history and vision,
culture, training and the benefits provided by Golden Coral Corporation. The
brochures are available in either a franchise or corporate version.
(Company
version details Golden Corral Corporation benefits, compensation and Operating
Partner Program.)
This is an excellent tool to use at open houses, career fairs,
information sessions or to provide to applicants following interviews.
The
brochure includes a die cut to include the recruiter’s business card within the
brochure.
Page 17
Pre-Employment Screening Resources
As it is important to ensure that your candidates meet the necessary criteria and match
the traits identified for a successful Golden Corral employee for the position in which you
are hiring, it is equally important that the following pre-employment screens are
conducted prior to your new employee joining the team.
Background Investigations
Conducted for the following positions:
General Managers, Associate Managers, Certified Assistant Managers, any restaurant
key holders, District Managers, Franchise Service Consultants, all Regional and Company
Support Center staff.
Background investigations by vendor includes: (Basic Package)
* Social Security Trace
* Transunion Credit Report
* Motor Vehicle Report
* Degree Verification-Highest Level Achieved
* County Criminal Report for all counties applicant has resided in past 7 years
based on credit report.
Frequency: Investigations are conducted prior to extension of an offer of
employment or promotion.
Vendor: TriCor Employment Screening, Ltd. Contact: Mark Ireland: 800-8185116 x216
Results: Recruiter faxes authorization form to TriCor. TriCor sends an e-mail
notification to the recruiter upon completion of report. Recruiter accesses
completed report on secured internet web site for each candidate. TriCor indicates
if any of the results do not meet Golden Corral guidelines (see guidelines on back)
for further review. Average turn-around time: 2-3 days
Basic Package Cost: $31 + State MVR fee (average-$5)
Additional names/alias = $10.50/county
Page 18
Employment Verifications – Offered in addition to basic package and conducted
by TriCor
Level One = $7.75/employer
Includes dates of employment, position held and eligibility for re-hire.
Level Two = $9.00/employer
Includes all aspects of the "Level One" verification plus an in-depth interview with
the former supervisor including questions regarding job performance, attendance,
ability to get along with others, salary, etc.
Employment References: Golden Corral recruiters contact references in a
supervisory role for applicants for a minimum of two most recent employers.
Drug Screening
Conducted for the following positions:
General Managers, Associate Managers, Certified Assistant Managers, any restaurant
key holders, District Managers, Franchise Service Consultants, all Regional and Company
Support Center staff.
Vendor: First Advantage Corporation-Results are reviewed by a Medical Review Officer.
Contact: Customer Service - 800-275-7051
First Advantage Laboratory utilizes Quest Diagnostic Laboratories for Hair Sample Drug
Screening.
* Golden Corral has been utilizing hair sample collections versus urine samples since
2004 due to the longer detection period in hair. Urine: 2-3 days Hair: 90 days
Drugs Screened:
5 panel includes:
PHENCYCLIDINE, MARIJUANA, OPIATES, COCAINE, and AMPHETAMINES
Cost: $63 per screen-includes cost for 3rd party collection sites.
Results: Applicant is given a Golden Corral chain of custody form to take to the nearest
hair collection site. Hair sample is taken and lab processes specimen and reports results
to First Advantage, which is reviewed by MRO. First Advantage sends an e-mail
notification to the recruiter with a link to the secured Web site to review candidate
results. Results are archived on Web site for accessibility. Average turn-around time:
2-3 days.
Page 19

golden corral recruiting principles

Transcription

Similar documents

Golden Corral - EXP Realty Advisors

G.W.R.R.A. Region “B” /The Northeast Region Maryland Chapter H

Corral - Computer Sciences Dept.

April - GWRRA Maryland Chapter "J"

Maggiano`s Little Italy.indd

GOLDEN AGE RESOURCES, INC. Unaudited

Audience Demand for Golden Globe Winning and Nominated Shows

Map of Kirjurinluoto

Leading ladies go bold on the red carpet at Golden Globes

Golden Regatta Club Newsletter