Springboard’s Awards for Excellence took place at Novotel London West on Thursday 24th November 2016 and as always Caterer.com were proud sponsors of the Best Recruitment Initiative category.
Over 550 people attended the award evening, where inspiring people, organisations and initiatives from across hospitality, leisure and tourism were celebrated through Springboard’s annual Awards for Excellence, now in their 14th year.
QHotels took home three awards for their efforts over the past year: The Education and Industry Partnership Award, Best Recruitment Initiative Award, and Best Use of Digital Media to Attract Talent.
David Noble of James Hallam won Springboard’s coveted Chris Beaumont Special Award for his contributions towards Springboard’s aims. David Noble, director of James Hallam Insurance, has developed a long standing relationship with Springboard. Over eight years, as both a patron and a board member, he has actively engaged and supported Springboard. He first trekked on Springboard’s Trek and Community Challenge in China, and since then he has embarked on two more! Earlier this year, David donned the lycra and joined Springboard’s Team Velo Challenge. In the process, he has raised vast sums of funding for the vital work of Springboard, and his actions have supported Springboard time and again.
Best Employer Award went to The Peach Pub Company, who beat the highly commended Stonegate Pub Company. Their vision, values and benefits made them standout as an excellent employer.
Two Springboard beneficiaries shared the Fiona Colley Award, open to anyone who has overcome barriers to employment and completed a Scottish IntoWork programme. Both Kai Palmer and Connor Pomroy completed Springboard’s Let’s Cook programme, and each will now receive a career development scholarship to support their next steps of their career and personal development.
Anne Pierce, Springboard’s CEO, commented: “Once again we enjoyed a wonderful evening in celebration of everything that our industry has to offer. The winners this year have shown themselves to be true champions of our industry, raising hospitality’s profile and attracting talented individuals into vibrant careers.”
Category 1 – Promoting Careers
The Springboard Ambassador’s Award sponsored by Bestway
Gareth Billington (Sodexo)
Gather & Gather
Best Regional Initiative Award sponsored by Conviviality Plc
The Glasgow Marriott
The Education and Industry Partnership Award sponsored by Serviceline
Category 2 – Attracting and Developing People
Best Work Experience Provider Award sponsored by James Hallam
Harrison Catering Services Ltd
Best Use of Digital Media Award to Attract Talent sponsored by drp
Best Recruitment Initiative Award sponsored by Caterer.com
The Young People Award sponsored by American Express
Best Chef Development Strategy sponsored by Gram
Lucknam Park Hotel & Spa
The Best Housekeeping Team Initiative Award sponsored by Bonasystems
Tzveta Ivanova – The Milestone Hotel
Best Management Development Strategy
Best Food and Beverage Strategy sponsored by Handpicked Hotels
Park Plaza Westminster Bridge
Category 3 – Best Employment Practice
The Best Apprenticeship Strategy sponsored by Lifetime Training
Best Career Progression Award sponsored by COREcruitment
St. Austell Brewery
The Retention Award sponsored by CH & Co Group
The Community Engagement Award sponsored by Diageo
Best Employer Award sponsored by Learning Curve Group
The Peach Pub Company Ltd
Chris Beaumont Special Award sponsored by Bidvest Foodservice:
Fiona Colley Award:
Kai Palmer and Connor Pomroy
For more information about the winners, and also the highly commended entries please click here.
For leading employers, a strong Learning and Development (L&D) programme is a key part of their recruitment strategy. An engaged and better skilled workforce benefits not only the employer but also the employee, resulting in higher retention rates and a more fluent customer service. A good L&D programme can also provide attraction for top talent searching for the right ‘fit’ with an employer.
Caterer.com invited leading thinkers and practitioners in hospitality Learning and Development to the Sky Garden at London’s famed Walkie Talkie building on October 5th to discuss what L&D means to them and their businesses, how to use L&D as part of the recruitment process and how to create an L&D offering that best engages and retains employees.
“Learning & Development needs to be in the DNA of the business,” began Helen Fahy from The Doyle Collection. A notion generally agreed with, but how programmes are implemented and understood by all staff, from management down differs from employer to employer.
“For me, L&D is about the process and ability to support people to have the right skills and behaviours to deliver what the business is trying to deliver,” James Appleton from Mitchells and Butlers offered. “A lot of L&D needs ‘future-proofing’ and that relies on a clear business strategy.” Sridhar Pathigari from The Arts Club agreed, “I look at the different perspectives of the management and the shareholders. I align the training programmes to what they want. That includes future planning.”
However, what benefits employer must also benefit employee. Over the years, candidates have become more savvy regarding their options. Staff know where they want to be and where they see themselves, and as Anne Dewison (Aramark) observes, “There’s no longer a queue of people waiting to come in,” So it’s important to integrate Learning & Development into the hiring process if top talent are to be attracted to a role.
How that training is implemented is an equally important consideration, as Adam Kirkaldy said, “Training and coaching needs to be an everyday transaction between management and supervisors and their staff.”
“Are you waiting for somebody who is ready to step into the role, or are you willing to teach them in the role?” James Appleton asked. “There’s a big divide there. If you promote somebody, do you give them the tools they need to do that job beforehand, with the danger that when they take on the role they get bored? This is when recruitment fuses with L&D.”
Engaging existing staff can also sometimes be a challenge. Within some companies, training is viewed as something that ‘must’ be done, rather than something that staff are willing to do. The Doyle Collection created a programme called ‘The Passport’. Described as ‘a self-directed learning tool’, ‘The Passport’ turned training into a problem-solving game, a treasure hunt, as Helen Fahy describes, “It invoked fun and enthusiasm. There was more engagement. It also branded our L&D offering.” Sridhar Pathigari from The Arts Club talked about the way he piqued the interest his staff. He hand-picked key influencers from different departments and invited them to a training day – he sold the session as being an exclusive invitation. “Be there at 4pm,” he told them, “late comers will not be admitted.” Only six out of ten invitees arrived at the correct time. When the remaining four turned up late, they were asked to leave. This course of action intrigued Sridhar’s staff, making them wonder what this new scheme was all about and making them want to be a part of it. It made the people who did turn up feel special. “They actually went back to the floor and said, ‘You know what? We’re special!” When Sridhar opened up another 20-place training programme, 40 employees signed up within 24 hours.
Praising the good work of employees is a practise all attendees considered paramount. “You need to find people doing things really well, and celebrate it.” Helen Fahy said, “If you see me doing something really well, you’re going to try and emulate that, whether it’s for the gold star or the kudos.” Gurjit Sandhu from Jumeirah noted, “There are great recognition schemes in place to reinforce behaviours that will drive success. But it’s about keeping the schemes at the forefront of managers minds so that they utilise them more.” Helen Fahy added, “Behaviour breeds behaviour. We always do a shout out to people for doing a great job, no matter how small or insignificant it may seem. We take that as a win on the L&D side of things. There is always something behind a good job that relates to L&D. Whether is behaviour or a skill, it’s all development.”
It was agreed that further discussion of topics relating to Learning & Development would be beneficial to all parties, and it’s hoped to reconvene at a later date.
The Learning & Development round table discussion was hosted by Neil Pattison, Sales Director of Caterer.com and was attended by Adam Kirkaldy, L&D Manager, Corbin & King, Alice Lilley, HR Officer, GBK, Anne Dewison, L&D Manager, Aramark Northern Europe, Calvern James, Sale Manager, caterer.com, Daniel Solomon, Recruitment Manager UK, Melia White House, Gurjit Sandhu, Regional Director of Talent, Learning & Development – Europe, Jumeirah Hotels and Resorts, Helen Fahy, Head of Quality & Culture, The Doyle Collection, James Appleton, Head of Retail Recruitment, Mitchell’s and Butler’s, Jessica Sullivan, Product Specialist, Totaljobs Group and Sridhar Pathigari, Learning & Development Manager, The Arts Club.
Ask any employer within the hospitality industry and they’ll all say the same: Recruiting top talent is only half the battle, keeping hold of their skills and expertise is the real trick. Of course, many factors can come into play; salary, location, a strong learning & development package, but like all of us, your people want to feel valued and the perks of the job can be just as important as any other consideration. Jumeirah Hotels not only understand this, they ensure it’s a core element of their offering. So much so that their employee benefits offering won them the Rewards & Benefits category at our Caterer.com People Awards 2016.
Dawn Vermeire, HR Director at Jumeirah said, “We believe that when candidates are looking for a new job, they are actually looking for a new experience. When you join a new company in a new position you instantly enter that new experience. Rewards and benefits play a huge role in this. Having attractive rewards and benefits that cater to your needs is very important for potential candidates and can often be the reason they choose one company over another.”
David Morison, Assistant Director of HR at Jumeirah agreed, “We have more and more competition now in London. A benefits package working alongside other initiatives from Jumeirah allows us to be the employer of choice for potential candidates. They also allow us to drive wellbeing in our organisations which in turn positively impacts our service profit chain.”
Like any great employer, Jumeirah genuinely wants to reward the hard work of their employees, but feels these benefits should be relevant to their work and lifestyle. Jumeirah implemented a programme via an online platform allowing employees to easily access benefits that would be useful to them. These included shopping vouchers in over 100 high street stores, cashback for car insurance, discounted cinema tickets, petrol, restaurants and childcare vouchers. In addition, Jumeirah offer all employees the opportunity to stay at their five star properties worldwide for a fraction of normal cost. A colleague recognition programme has been developed, where employees can nominate colleagues who they feel go the extra mile in providing inspiration to the team. David Morison added, “Our R&B offering also includes a wide range of social activities that help bring people together and really drives our guiding principle of people focus and collaboration.”
In order to develop this kind of offering, employee opinion is vital. “We believe it’s important to speak to our teams to establish want they want and what they value from our packages.” David Morison said, “We take feedback from our colleague consultative committee and run surveys and focus groups to ensure our offerings meet the needs of our teams.” Jumeirah also conduct competitor analysis to ensure that their offerings are at least equal to, or exceed the market.
Jumeirah’s Rewards & Benefits programme has proved extremely popular with employees. David Morison continued, “We work hard to communicate our benefits so there is an understanding of what is available, and how to access them. In our last survey, 75% ‘Strongly Agree’ or ‘Agreed’ to the question “I have a good understanding of my benefits”
On winning the 2016 Caterer.com People Award for Rewards & Benefits, Dawn Vermeire said, “We are so excited to have been recognised for such a prestigious award through Caterer.com as we work extremely hard to ensure our colleagues are engaged with the rewards and benefits available. We are very happy to be able to share this news with potential candidates looking to join Jumeirah.” David Morison concluded, “It’s been very uplifting for our teams to know that the hard work we do in sourcing, sharing, communicating and evaluating our reward and benefits offerings is valued so highly both within and outside of our organisation.”
We congratulate Jumeirah on their win in the Rewards & Benefits category at the 2016 Caterer.com People Awards and wish them every success for the future.
Increasingly, candidates know exactly where they want to be on their career path and they want the tools to get there. Now more than ever, a great Learning & Development package is essential in not only recruiting top talent, but retaining them too. Many L&D managers agree that training, formal or not, needs to be an on-going process, equipping and enriching your team, bringing out the best in the individual and also your brand.
To rapturous applause, Indian street food-wallahs, Dishoom, walked away with the Learning & Development award at this year’s Caterer.com People Awards.
“Top of the priority list for most successful businesses is the need to attract and retain the most vibrant and exciting talent available,” said Brian Trollip, Operations Director at Dishoom. “That talent is largely going to be the driving force behind the success of any business. It’s unlikely that this talent is going to join a business which does not look to unlock their full potential by offering them exceptional support, guidance and mentorship.”
Dishoom’s L&D offering includes a rich and diverse two-year training program for each department with industry recognised qualifications, on-going food and drink training, a seven-month management training course, outreach to local charities, state-of-mind workshops, one-on-one mentorship, restaurant art walks, history tours and, for Head Chefs, GMs and long-standing employees, a week-long Bombay boot camp in India.
Brian Trollip explained, “Strong learning and development is a responsibility that all businesses should take seriously and work towards. In order for the values and culture of your business to shine through, it’s imperative that you have a strong, fulfilled team who are fully bought in and who know that they have a level of ownership with regards to future success of the business.”
Dishoom’s keyword is ‘Seva’. As defined by Dishoom, ‘Seva’ is the art of selfless service, of doing the right thing even if nobody is looking, imparting ‘big-hearted love’ and bringing out the very best in yourself and those around you. Dishoom believes that this outlook challenges their teams and constantly redefines what they do and how they do it.
Dishoom is also steeped in its culture. The mise-en-scene of each of its four restaurants is deliberate, nothing is accidental. Many individuals and companies purport to ‘love people’, but with Dishoom, one gets the feeling that there is nothing disingenuous about this claim. Everything within their restaurants is geared toward a shared sense of warmth and the best experience possible. Their Learning & Development programme completely reflects this.
Brian Trolliop commented, “L&D’s entire function is the empowerment of people. Great L&D focuses on delivering and refining the skills an individual requires in order to get the most out of life, no matter what path their career takes. It provides the opportunity for businesses to influence the way in which employees will approach all manner of situations and relationships as their careers develop. It’s an absolute force for good.”
As to winning the Learning & Development award, Brian and the team couldn’t be happier, “Honestly, we’re over the moon. Dishoom has grown very organically over the past six years. Our senior team is really small and we’ve worked exceptionally hard in order to create an unmistakeable culture around the values that mean so much to us. This award is testament to the effort and commitment of so many team members.”
For the future, Dishoom has exciting plans with a new restaurant opening in Edinburgh in November this year. Beyond that, Dishoom’s charity work is only to be praised. Brian Trollip explains, “We’ve provided well over a million meals to children who might not otherwise have been able to afford a meal throughout the previous few months, both in the UK and in India. We will continue to provide thousands of meals to these children, every single day, through our meal for a meal charity initiative, which means that every time a guest enjoys a meal at Dishoom, we buy one for a child who may need a little support.”
We congratulate Dishoom whole-heartedly on winning the Learning & Development award at this year’s Caterer.com People Awards.
Our clients who use an Applicant Tracking System (ATS) to capture job applications, typically suffer an 80% drop-off in candidates; that’s up to 8 out of 10 candidates they could be missing out on.
So why do so many candidates fail to complete the application process? Because when candidates are transferred to an ATS or the company’s own website, they have to re-enter their details, making the application process repetitive and lengthy. And that’s not the only reason why these candidates don’t see an application through…
Today’s candidates expect a fast, easy application process. Recruitment is now almost 100% digital, with online CVs, digital portfolios and recruitment platforms becoming the norm. The result is we all expect speed and efficiency. If a website is too complicated, slow, clunky or repetitive, do you stick around? Neither will your candidates.
The internet is full of examples of jobseekers complaining about poorly designed online job applications. From too-small text input boxes to automatic session timeouts, if the process isn’t streamlined and practically designed then candidates understandably get frustrated – sometimes enough to raise their voices about it online. And enough to make them give up on a job application too.
Is your site and application process mobile-friendly?
Mobile now represents 65% of digital media time, while the desktop is becoming a ‘secondary touch point’ for an increasing number of digital users. How easy is it for your users to view or apply for vacancies via mobile? If you’re not able to reach your audience through mobile search or display, or you’re not providing a satisfactory mobile experience, you could be missing out compared to competitors who are. Once again, if candidates can’t complete their application on mobile, they won’t bother. Search and apply on mobile devices is seamless on Caterer.com, but if you then send candidates through an ATS or a career site that is not, you will lose applications along the way.
It’s not just the process, but the content of your job advertising that matters. Featuring high on anyone’s list of ‘Top things I dislike about job-hunting’ is job descriptions. No one wants to read a rambling job description that’s several pages long or so vague they have little to no idea what the job actually entails, and no one wants to spend valuable time trying to decipher the latest buzzwords. A job description should be sufficient and attractive enough to reflect a company’s brand and culture. We’ll be releasing a report with more detail on this topic later in the year.
Give candidates what they want
If sending applicants to an external application site leads to dramatic losses in applicant numbers, what’s the solution? Streamlining the process.
Our data shows that when our clients’ ATS systems integrate with our new and free to use Caterer.com ATSi Apply integration, they receive up to 100% of applications –- as opposed to just 20% for non-integrated clients.
Integrating your ATS and application process cuts down on length and repetition, creating a smoother, faster user experience for all.
The integration directly transfers candidate details and CVs into your system, delivering a swift job-seeker experience across all devices. It means candidates no longer have to waste time entering and then re-entering details or re-uploading CVs. They enter their info once, and that’s it.
ATSi Apply is a free service, which integrates with your existing ATS system in no time. It’s already streamlined the application process for The Dorchester, Nando’s and Bella Italia, picked up a technical innovation award, and helped recruiters increase applications by up to 400%.
In a skills poor market, nobody wants to put good candidates off. If you’d like to enable the ATSi Apply service and start receiving the applications you should be, speak to your Caterer.com account manager or call 0333 0145 111.
It’s been four months since Britain voted to leave the European Union and although the full implications of this decision won’t be known until after Article 50 is triggered – with prime minister Theresa May recently confirming that this will happen at the end of March 2017, meaning an exit from the UK isn’t likely until mid-2019 – figures so far suggest it isn’t all doom and gloom, especially for the hospitality industry.
The good news
For one thing, unemployment fell by 39,000 (to 1.63 million) between May and July – which suggests that, as yet, the job market hasn’t become a victim of the dreaded ‘Brexit effect’. In fact, the unemployment rate is lower than it was a year ago (4.9% compared to 5.5%), and the future looks similarly bright in the world of the hospitality industry – one of the largest employers in the UK – largely thanks to a surge in visitors to the UK. Figures released by the ONS showed that July was a record month for tourists, with a whopping 3.8 million visiting Britain – that’s a 2% increase on the same time last year – collectively spending £2.5 billion (an increase of 4% on the previous year).
This influx has no doubt been spurred by the fact that, post-Brexit, the pound has fallen to its lowest level for more than 30 years – meaning inbound tourists’ money being worth a great deal more. The result is that since the end of June, international flight bookings to the UK have increased by 7.1%, while bookings from Europe for trips to the UK have increased by 5%.
Given that the prime minister’s recent clarification of the timeline for Brexit resulted in the pound falling to a three-year low against the euro and its lowest level against the dollar since early July, this trend looks set to continue. Visitors are coming from further afield too. Cheapflight claims that searches for journeys to Britain from America have doubled, with further increases of 61% from China and 49% from Canada. This will no doubt spark a sharp recruitment drive in related industries such as hospitality, as tourists flock to hotels, bars and restaurants to make the most of the strength of their currencies against the pound.
Also noteworthy is the positive impact that the UK’s Brexit decision has had on the domestic hotel market. As well as the growing numbers of visitors, 2.5 million Brits are opting for ‘staycations’, as the falling pound makes holidays abroad more expensive. This has meant a double boost for tourism, and looks set to give the industry a record-breaking year – with one of the hottest ever Septembers and low interest rates contributing to a potential hospitality recruitment boom. The Tourism Alliance estimated that spending by Britons on UK holidays has been up by 17% on 2015 so far this year, with British Hospitality Association (BHA) chairman Nic Varney suggesting at this year’s British Hospitality and Tourism Summit that “tourism and leisure can continue to grow under Brexit.”
Things to be wary of…
It’s worth remembering that while a potential boom in customers is an exciting prospect for businesses; with research indicating that more than 61,000 foodservice and accommodation employers in the UK will lack key skills by 2020, such a dramatic increase in new jobs is likely to expedite this problem and make filling these hard-to-fill roles even more difficult. Furthermore, according to The Migration Observatory’s ‘Migrants in the UK Labour Market’ report from 2014, foreign-born workers made up 43% of those in ‘Food preparation and hospitality’ and 25% of ‘Managers and proprietors in hospitality’. Fewer new European arrivals in the UK would therefore leave a shortfall in the industry that there simply aren’t enough Britons with the right skills to fill. In an article in the Economist in May 2015 it was suggested that, “Some industries, especially those that struggle to replace human labour with technology, would be left foundering without a ready supply of migrant labour.”
In short, while Brexit may well bring about new opportunities in the hospitality industry, it’s likely to exaggerate an existing issue and make finding (and retaining) individuals with the right skills more important than ever. Our Carerer.com People Awards recognise employers that are tackling this skills shortage with innovation and initiative. Find out more about this year’s winners.
Caterer.com People Awards 2016 Winner Profile – Ambassador to the Industry, The Clink Restaurant Company
“The catering industry is currently experiencing a major skills shortage, so highly qualified chefs and waiting staff are extremely sought after,” says Christopher Moore, Chief Executive of The Clink Restaurant Company. “The Clink Charity helps solve both of these issues that, in their own ways, have an impact on society.”
Christopher Moore was speaking as The Clink Restaurant Company became the proud winner of the Ambassador to the Industry award at this year’s Caterer.com People Awards. Presented at the Park Plaza, Westminster Bridge on October 12, the awards celebrated the finest achievements in hospitality recruitment, retention and development.
The prestigious Ambassador to the Industry award seeks to recognise long term success in championing the spirit of the hospitality sector by an individual or a team, and work that nurtures careers and talent. To say that The Clink embodies this award would be an understatement. The Clink’s work in training prison learners and equipping them with the skills and confidence to build careers upon their release, is vital.
Christopher Moore commented, “It is a great honour for The Clink team to have won this prestigious award in recognition of our work.”
The Clink has had enormous success in reducing reoffending rates through accredited City & Guilds NVQ training in food preparation and food service, thus equipping prisoners and ex-offenders with formalised education and valuable soft skills that help them to gain employment upon their release.
The story of The Clink Restaurant Company began in 2009, when the first restaurant opened at HMP High Down in Surrey. The then catering manager, Alberto Crisci, identified the need to provide formal qualifications and support for prisoners that can be utilised in the outside world. Soon after, The Clink opened Bromley Gardens, enabling prisoners to train in horticulture. The gardens also grew three quarters of the vegetables and herbs used in the restaurant. A second restaurant opened at HMP Cardiff in 2013, with HMP Brixton opening the following year. In addition, Click Events provides external catering for parties and receptions.
Since the opening of HMP High Down, The Clink has trained more than 800 prisoners and currently works with up to 160 learners per day. Whether working in the kitchens or gardens, prisoners are gaining valuable work experience but they are also regularly assessed, enabling them to work towards formal qualifications in Food Preparation, Food Service, Food Hygiene and Horticulture.
“Today’s challenge is that there are more than 84,000 adults in prison in the UK and of those released, 46% return to prison within the first year. Also, 47% of prisoners say they have no qualifications, so supporting them to achieve this and increase their self-worth gives them the tools to break the cycle of crime and build a positive future for them and their families.” says Christopher Moore.
All prisoners who train with The Clink now follow a five step programme – Recruit, Train, Support, Employ, Mentor – a process which helps with training and securing employment. Even after release and gaining work, ex-offenders continue to be mentored by The Clink, ensuring rehabilitation is as painless as possible.
The great news is that thanks to The Clink’s efforts, re-offending rates of those involved with the programmes have reduced dramatically, down from 45% to 12.5% within the first year of release. In addition, more than 200 top employers, including Carluccios, Wahacca, The Lancaster London Hotel and Mosimann, are happy to take on The Clink graduates.
To top all of this, the quality of food and service from Clink restaurants has been lauded, with The Daily Telegraph praising waiting staff at HMP Brixton for striking “the right balance between friendliness and professionalism”, and The Standard referring to a chocolate and pear tart as “glorious”.
The Clink Restaurant Company continues to go from strength to strength. Looking toward the future, Christopher Moore says, “The plan moving forward is to continue to grow The Clink concept with the aim of having 20 prisoner training schemes in operation across the UK by 2020. We will be announcing the next three training projects over the next six months, so there are plenty of exciting things coming up.”
Congratulations to The Clink Restaurant Company on their well deserved win of the Ambassador of the Year award at our Caterer.com People Awards 2016.
It’s hard to turn on the TV without seeing someone cooking. Whether it’s established chefs showcasing their skills or amateur cooks competing to see whose as yet undiscovered raw talent will win the day, the nation continues to be gripped by the preparation and consumption of food. But looking at the catering business as a whole, it’s clear that this continuous buzz doesn’t equate to enthusiastic new entrants into the industry.
Figures from the Employer Skills Survey 2015, produced by the UK Commission for Employment and Skills (UKCES), for example, show that 47% of vacancies for chefs are difficult to recruit for – most noticeably in London (66%) and the South East (46%).
While many of the reasons behind this skills shortage remain unclear, it means that the marketplace for businesses trying to find new staff is competitive. And that means that employers should maximise their appeal to the most promising talent.
Attracting and retaining the highest quality candidates is crucial for any business, and employer branding is important in this process. According to recruitment specialist Hinton Spencer: “A strong employer brand is highly attractive to potential candidates, ultimately creating an enticing workplace environment and encouraging them to apply for roles. This is particularly important when considering the ever-shrinking talent pool.”
A strong employer brand suggests to candidates that they will know exactly what the company is like – and that applies to everything, from the company ethos and vision, to its goals and the value it places on its employees. It is important to portray the brand message throughout the recruitment process, ensuring that the process is streamlined and that it lives and breathes the brand values. There are many ways a company can build on these initial concepts – for example, by clearly promoting business and employee success.
The right fit
The People 1st State of the Nation Report 2013 showed that almost two-thirds of difficult-to-fill vacancies in the sector (65%) are because applicants don’t have the skills required. But, increasingly, businesses are finding a way round this by placing an emphasis on the cultural fit between their organisation and a candidate.
When a candidate comes along with all the right qualifications on their CV, there is still more that employers should consider, says business author and specialist Minda Zetlin. “What about the right personality? Ignore cultural fit at your peril, for your new hire likely won’t last long,” she adds.
For businesses to find people who are the right fit for them, job adverts should be clear about the kind of company it is, its ethos and values which make it stand out from the others in the sector. Including a sentence or two that captures the real personality of the company makes it stand out from other recruiters.
Once a company starts to build a team of employees that it can really invest in – and vice versa – it is more likely to grow organically as a business. This dedication and experience will give it the edge over competitors who are basing their search on those with the requisite qualifications.
Training future stars
While initiatives like Springboard’s FutureChef seek to tackle the skills shortage by encouraging 11 to 16 year-olds to consider a career in the industry, employers can help to plug the skills gap by developing the staff available, right now.
When businesses provide opportunities for employees to upskill, it shows that the organisation is investing in their future and this goes a long way towards improving staff retention. It of course also benefits the company by the fact that the potential an employee demonstrates can be utilised at higher levels or in other parts of the business. The best outcome of upskilling employees is that the company could have its perfect candidate already working for them.
Strong individuals can be ready to leap at any moment – probably to a competitor – so clever organisations can maintain the edge over their competitors by facilitating their employees’ growth potential.
Creating the ambassadors of tomorrow
People often change jobs for new opportunities: a promotion, a change of direction, to work in a different area of the business or relocation. In a sector that has a lot of natural wastage, making sure that outgoing employees are positive about the company they’re leaving is key. The biggest mistake that employers can make is for relationships with former staff to end negatively.
When, though, outgoing employees speak well of their former places of employment they are helping with future recruitment for those companies because everyone they talk to could be a future employee.
Which just goes to prove that building on talent is a sure way forward for successful recruitment.
When it comes to your workforce, skills and qualifications are important but cultural fit is the glue that holds an organisation together and it’s a key element to consider when recruiting.
In fact, a recent survey of international employers found that more than 80% of managers said it was a top priority when hiring new staff [Global Human Trends 2015, Deloitte].
Good cultural fit leads to other positive outcomes. Employees who are a good match for your business can experience greater job satisfaction, be more committed to the role and deliver at a high level of productivity, and are more likely to stay with you.
But, like anything worth having, cultural fit isn’t necessarily easy to achieve, with an incredible 87% of organisations citing culture and engagement as one of the top challenges they face [Global Human Trends 2015, Deloitte], largely because a company’s culture is personal to each business; it’s less about policy and more about people. So how exactly do you go about ensuring that you attract, recruit and retain the people who will help bring your company culture to life?
The answer is to introduce them to your culture from the word go. That means showcasing your employer brand or values via your job adverts, as these are some of the first touch point prospective employees will have with you. First impressions count!
So what is your culture?
Management expert and Professor of Psychology Adrian Furnham succinctly defines cultural fit as, “Where there is congruence between the norms and values of the organisation and those of the person”. As it’s often difficult for people to understand the culture of their own businesses, it may be advisable to give yourself a refresher by:
- Studying the culture: Observe the atmosphere of your place of work and the interactions between colleagues. As important as what’s seen during this process is what’s missing; what important elements (if any) appear to be absent?
- Culture interviews: While the previous approach is somewhat passive, a more active approach may be to interview employees in small groups. This provides them with an opportunity to deliver feedback directly, as well as an invaluable chance to see how they interact and complement one another.
How to attract candidates that fit your culture
Many companies use job adverts as a one-dimensional laundry list of tasks and qualifications required, without taking the cultural fit of the candidate into consideration. But the job ad is the perfect place to showcase your company values and ‘DNA’, and “speak” directly to the kind of people you want to work with. Equally, candidates want to gain a sense throughout the recruitment process of who you are and what it’s like to work with you. Keeping cultural fit in mind as you create your job advertising means it will appeal to the most relevant candidates for you in terms of attitude and aptitude. Overall, this will mean more applications from candidates whom you will want to interview – and hopefully hire.
The language of your job advert should reflect the “voice” of your company. If you see your enterprise as dynamic, then use big, bold words and phrases that embody that sense of excitement. If, however, it’s a small family-run outfit, then bringing that sense of warmth and informality to life is essential, as those are your unique selling points. If in doubt, returning to the company’s mission statement is a good place to start; and if the company doesn’t have one yet, then begin by asking yourself (and your teams) – what matters to us? Why do we do what we do here?
Communicating those core values through your job ad will go a long way to letting candidates see who you are and what you might be like to work for.
What to look for in CVs
It can be incredibly hard to ascertain cultural fit from CVs, but there are a few key points to look out for – as well as some red flags…
You can get a good idea of fit by looking at the places that a candidate has previously worked. Is it a well-known organisation? If so, does it have similar values to yours? If it’s not a particularly well-known company, having a look at their website will provide a useful insight into its culture. It’s a good idea to pay close attention to dates, too. A short stint at an organisation with similar values to yours might signal that the candidate didn’t slot in as seamlessly as both parties might have hoped.
As cultural fit is such an individual thing, looking at what candidates have listed as their hobbies and interests may provide a useful insight into what makes them tick – and what they can add to the dynamic of the business. Things to look out for include whether or not they play team sports, take part in charity work and have taken it upon themselves to take courses that deepen their understanding/skills.
Interviewing for cultural fit
Once you’ve shortlisted the candidates that on paper look to have the ingredients you’re looking for, it’s time to get them in to see how they showcase these qualities in person. The following questions/topics should help to determine whether the individual sat across the table (or at the other end of the phone line) has what it takes to fit in with a workplace’s culture:
- Describe a working environment in which you were most productive and felt most positive.
- Who was the best teacher or manager you ever had? What characteristics did they have that made them so good at what they did?
- What would you say your three biggest expectations that you have of a line manager/senior staff?
- How do you feel about being friends with colleagues?
- How would you describe your ideal style of working?
- How would your former colleagues describe their working relationship with you?
Teamwork is the fuel in the engine of a business, so finding out about an individual’s ability to work with others is vital. Asking how someone performed as part of a team is probably too vague however you can ask questions that reveal a candidate’s ability to make room for the ideas of others. For example:
- Describe a working situation in which you had to compromise.
- How did you go about this?
- What happened as a result?
While the first challenge will reveal the individual’s openness to new ways of thinking, the last question will showcase their ability to learn lessons based on the input of others.
Emotions are a good indication of an individual’s attitude and values, so being emotional about work isn’t necessarily a sign that someone doesn’t fit into a business’ culture, but how they harness their emotions may do. Whether an interviewee seems nervous or as cool as a cucumber, it’s a good idea to ask them about situations in which they’ve had to handle stress and, more importantly, how they dealt with it.
Questions should include:
- What’s the most stressful situation you’ve ever had to deal with?
- What did you do in the face of this situation, and why?
- What was the outcome of your actions?
Asking this same question of candidates going for the same role will provide a very useful point of comparison in terms of who’ll best fit the environment being hired for.
Scenario-based questions are an effective way to get a rounded idea of how a candidate thinks and provides an opportunity to tailor questions that are based on the culture of your company. Is the business a family-run café that’s particularly busy during morning periods? Ask questions that deal with how they’d deal with a sudden spike in customer numbers and what to do if, say, the coffee machine suddenly doesn’t work. Even if the hypothetical situation they’re questioned on isn’t something they’ve come up against before, the way they go about thinking what they would do in that situation will speak volumes about their intuitiveness and proactivity.
Why this is important
If the candidate’s answers to these questions are in tune with your company’s values, this could equal a dream employee and a loyal brand ambassador. That will make the business a more attractive place to work, which is important because, as a certain Mr Branson once said, it’s important to “create the kind of… workplace that will attract great talent. If you hire brilliant people, they will make work feel more like play.”
Front of house professionals will be racing through London’s Hyde Park and other locations across the UK on Thursday 20th October.
National Waiters Day, led by The Springboard Charity and sponsored by Bunzl, aims to celebrate and showcase the dedication and hard work of front of house roles. Five waiters’ races are taking place across the UK as part of National Waiters Day. The flagship event takes place in London’s Hyde Park, while races are being held at Wivenhoe House (Colchester), Tameside College (Manchester), Linthwaite House (Cumbria) and The Grand (Eastbourne).
Fred Sirieix, General Manager at Galvin at Windows, said: “I am very proud and excited to lead the celebrations for National Waiters Day again on 20th October – it’s a truly wonderful day to celebrate the ocean of career opportunities within the hospitality industry, as well as the hard work of all front of house professionals. There has never been a more exciting time to both join and succeed in this very special industry. If you can dream it, you can do it.”
Anne Pierce, Springboard’s CEO, said: “National Waiters Day was created to showcase the range of roles available in front of house. It’s the ideal opportunity for jobseekers and businesses, with activities ranging from skills challenges to talks, and of course the Waiters Day Race!”
Entry to the race costs a £10 registration fee. The funds raised will help Springboard’s Food & Beverage (FAB) programme in schools, which are designed to encourage students to explore and consider careers in front of house, aligning with the curriculum.
For more information about National Waiters Day, click here.