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«• Description of Recruitment objectives, The context of the hiring • Specification of the performance standards to be attained by the applicant (KPI’s) • job specification» Essay Example

  • Category:
    Management
  • Document type:
    Assignment
  • Level:
    Undergraduate
  • Page:
    1
  • Words:
    597

Housekeeping supervisor recruitment

Recruitment objectives

According to (Bernthal 2001 p1) recruitment is the process in which potential applicants both within and without an organization are identified and attracted to be examined whether they fit to hold a certain post within the organization mandates and structure. Recruitment goes hand in hand with selection (Butteries, 2009). Selection is termed as the process in which identified candidates are taken through subsequent steps where there is collecting of the candidate’s information regarding his/her qualifications, measuring and evaluating such info to come up with the best candidate suited for a particular post. This process strengthens the organizations’ main objective of recruitment which is hiring someone with the right abilities and skills for the target job.

Another objective of any enterprise during recruitment process is to acquire and retain talent of high-quality (Richardson, p2). This is vital if an organization will keep in the business competition pace in the current world. Job market has become quite competitive. The skills available are diverse and grow day in day out. It is therefore the duty of recruiters to ensure they make more fine choices during selection. This is because any poor recruiting decision subsequently can lead an organization to poor performance and cost it more in upgrading the skills of such an employee. However (Gary, 2000 p240), good recruitment and selection will lead to high turnover in turn impacting the morale of the staff, high quality services and goods production and organizational memory retention. Hence, good selection ensures an organization improves on its market share and maintains its competition edge objective.

Job specification

Job specification for an employee is vital. It puts insights on what the employee is expected to accomplish. In addition, job specification not only helps develop the KRAs (Key results areas) but also key performance indicators (KIPs). KIP’s are usually in line with the set goals and standards of the organization (Schweitzer et al., 2008 pp 562-564)

Housekeeping supervisor job specification

A housekeeping supervisor plays the role of overseeing all the activities carried daily by the housekeeping staff, environment quality and safety promotion to ensure all visitors are satisfied, assets protection to ensure expenses reduction.

Key tasks

  1. Room supplies, furniture, appliances and general room appearance monitoring to ensure it meets the organization standards.

  2. Report all maintenance and repairs needs to the engineering and maintenance department

  3. Housekeeping supplies inventory monitoring to ensure staffs have sufficient supplies for their undertakings.

  4. Make order for supplies as advised by the housekeeping manager

  5. Supplies and services deliveries receiving and confirmation

  6. Develop the procedures and policies of housekeeping regularly to improve the present operation

  7. Ensure efficient and effective communication between other departments and the housekeeping department

  8. Maintain standards of environment sanitation and safety standards

  9. Where necessary fill in employee within housekeeping department

  10. put a special focus on VIP guests and priority

Key Results Areas (KRAs)

  1. Organization machines, equipment and tool maintenance

  2. Supplies and services inventory monitoring

  3. Environment safety and sanitation monitoring

  4. Housekeeping standards operations (SOPs)formulation

  5. Staffing

  6. Communication maintenance between departments

Key Performance Indicators (KPIs)

  1. Organization machines, equipment and tool maintenance 35%

  2. Supplies and services inventory monitoring 35%

  3. Environment safety and sanitation monitoring 25%

  4. SOPs formulation 5%

References

Bernthal PR. 2001. Development Dimensions International Recruitment and Selection. p1

Butteriss, M. 2009. The complete Guide to Human Resources for Entrepreneurs. Toronto: John Willey & Sons.

Schweitzer et al., 2008. The market within: A marketing approach to creating and developing high-value employment relationships. Business Horizons 51: 562-564

Richardson MA. Recruitment Strategies: Managing/Effecting the Recruitment Process pp2 accessed

http://unpan1.un.org/intradoc/groups/public/documents/UN/UNPAN021814.pdf 18/5/2014

Gary D. 2000. Human Resource Management; eighth edition. New jersey, USA,