Article I. New Hire Process
Section 1.01 Personnel Recruitment
In addition to recruiting from within the company, offer
bonuses to other employees for finding a new hire, set up a
booth at a job fair or simply post a sign within the
establishment.
Ads placed in the classifieds in the area newspaper for the
positions of sales and staff are very effective. They must be
worded carefully so as not to exclude anyone from applying for
the position because of race, religion or gender. Column ads are
the least expensive and should be placed under the appropriate
heading. Deadlines for ad placement can be a week prior to the
print date; therefore, place your ad early, check it for errors
upon publication, and remove it promptly when the position is
filled.
Ads for management, Specialty personnel sometimes require a
display ad in the newspaper as well as the column ad.
Publications, internet, headhunters and word-of- mouth are also
great resources for finding leadership staff. There is a
delicate balance with the word-of-mouth method between
asking/telling too many individuals and not asking/telling the
right people. An example of a good choice would be talking to
your Franchisor or a trusted salesperson regarding someone who
might want to transfer or move up in the industry. An example of
a poor choice would be talking with customers, as it diminishes
their confidence in your product quality and involves them in
your operational decisions.
All ads need to be specific in what positions are needed and
hours or shifts available. Optional information includes rate of
pay, benefits and bonuses for signing on. List your phone
number, address and hours that you are accepting applications.
Please refer to the sample ads in the Advertising Section.
When you place an ad for employees, you are basically trying to
sell your restaurant as a desirable establishment that honest,
hard working people wish to be associated with. You want to
attract good employees that will stay loyal to you and represent
you in a positive manner
Check your ad thoroughly! If you have placed a display ad, the
newspaper will give you a proof upon request. Look at
everything, read it out loud to yourself and/or someone else. It
is very easy to overlook an incorrect address or phone number.
When the ad is published, check it again!
Section 1.02 The Job Description
A carefully written job description is the beginning of the
avoidance of many discrimination claims. It aids in a successful
hiring process and provides employees with the guidelines of
their positions, therefore enabling them to become great
employees. List the core duties of the job and the requirements
needed to perform those duties. Do not embellish and do not
stereotype by specifying gender or age. (For 'how-to's see the
Writing a Job Description found in the Management Article in the
Manual.)
Section 1.03 The Interview Format
1) Set up interview on slow times, for example, 2-4:00
p.m. Tuesdays and Thursdays. Choose an area within your business
that is private and quiet. Familiarize yourself with the legal
aspects of an interview. See ARTICLE titled Federal Employment
Rules and Regulations within this Manual and the SECTION titled
Improper and Illegal Interview Questions within this Manual.
2) Some advisors suggest that employers use an
application rather than the employee's resume. An application
gives the employer job-specific information regarding each
applicant, while a resume provides whatever information the
applicant chooses to include, no matter how personal, irrelevant
or discriminatory. Choose whichever method best suits the need
for the job.
3) Be prepared and make a good impression. Your
applicants will be doing their best to impress you. Have all the
materials necessary to conduct the interview, such as pen and
paper for note taking, which should be brief and business-like.
4) Ask specific questions:
a) Money Expected
b) Hours available
c) Transportation
d) Driving record
e) Explain in brief detail the training for the position.
Promotions depend on their performance.
5) Background: Where did you work before? Why did you
leave? What were your responsibilities? Are you currently
employed?
6) Always be polite: Never under any circumstances be
rude to an applicant.
7) Be a careful judge: It is far easier to hire someone
than to fire someone.
8) Be attentive: Listen! Pay careful attention to what
the applicant is saying…or not saying.
9) Hire nice people: They are much easier to train and
to work with.
Section 1.01 After the Employee is Hired
Once the applicant has been offered the position, the employer
may ask certain questions that would have been considered
discriminatory in an interview. Photos of employees, as well as
copies of valid drivers licenses which are acceptable for ID
purposes; marital status for the W-4 and insurances
applications; and other more personal questions are appropriate,
as long as they have a direct business or employment purpose.
Section 1.02 New Hire Reporting
New Hire Reporting
A provision of the Federal Welfare Reform Act requires
employers to report to the Your State Department of Treasury
basic information on all newly hired or rehired employees within
20 days of hiring. The purpose of collecting the information is
to build a strong partnership between employers and child
support programs across the country, with the intent of
obtaining better compliance with child support orders. Employers
may report electronically or by mail. Required information
includes: the business name, address and Federal Employer
Identification Number; employee name, address and Social
Security number. For further information or to obtain forms,
contact the Your State New Hire Operations Center at or visit
their web site at
Section 1.03 Immigration Law Compliance
Immigration Law Compliance
All employers are required to verify the employment eligibility
of all employees hired after November, by reviewing the
employee's documents and then recording the information on an
I-9, Employee Eligibility Verification Form. For further
information, contact the Immigration and Naturalization Service
(I.N.S.) at I.N.S. Forms Request.
Section 1.04 Income Tax Withholding
Any employer of one or more persons must withhold federal and
state income taxes from wages paid to employees. A city income
tax may also apply.
Each employee should complete the following forms:
· A withholding exemption certificate, W-4, should be
obtained from the Internal Revenue Service (IRS), at ; and
· An MI-W4 should be obtained from the State of Your State
at .
Based on the certificate's information, a certain amount of
taxes is withheld from the employee's wages.
You may be required to deposit the federal taxes collected. One
must file quarterly returns with the IRS and file an annual
reconcilement of the quarterly returns. If returns are neglected
or filed improperly, penalties and excess payments may be
levied. For more information about federal income tax
withholding, contact the IRS at .
In addition to federal income taxes, federal law also requires
that employers withhold (and deposit) Social Security taxes from
employees' wages. The employer must also pay an equal amount.
Tax rates and maximum earnings subject to tax may vary from
year-to-year, so employers should contact the IRS at for the
latest information.
State filing requirements may vary based on the amount of state
taxes withheld. An employer must file an "Application for
Registration" with the Your State Department of Treasury if
employees are hired. The Treasury Department will then notify
the employer of filing deadlines and provide the needed forms.
An annual return is also required. Your State's withholding tax
tables are available from the Your State Department of Treasury
at 517-373-0888.
Contact the City Treasurer to determine if a city income tax is
applicable for the new employees. If the city does have an
income tax, the City Treasurer can provide the required
registration forms and any information that is needed.
Section 1.01 The One-Minute Management Method
One-Minute Management
A 1992 hospitality study of in 12 cities provided some insight
on the need for good, honest, upfront communication between
management and staff. Hourly employees expressed a strong desire
for knowing the 'whys' in a situation, having a clear
understanding of management's expectations and getting more and
ongoing feedback.
Good communications and feedback are key factors in an
enjoyable workplace and continued growth of hospitality. A
manager who lets employees know where they stand builds a sense
of security and a stronger involvement.
Implement the One-Minute Manager's practical method by applying
these four techniques:
o Setting the One-Minute Goal
o Giving employees One-Minute Praises
o Correcting employee behavior with One-Minute Reprimands
o Giving employees a One-Minute Directive
Let's examine how each of these techniques can help you build
your employee's confidence, trust and performance levels.
Stating expectations and setting goals is the first step and
the foundation of the One-Minute Management. The underlying
philosophy is one of NO SURPRISES. Everyone knows what is
expected from the very beginning.
You need to make clear to the employee their responsibilities
and what they will be held accountable for. Two ways to do this
are through the One-Minute Directive and the One-Minute Goal.
The One-Minute Directive
Using directives is the fastest and most efficient way to get
the job done. They are used to give direction in day-to-day
operations. They give a sense of urgency in an emergency
situation. A directive:
§ Takes the environment into account
§ Is action oriented
§ Is polite. It uses words like 'please' and 'thank you'
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