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Acquiring and Managing Talented Staff for Baltzersen’s

Name

Institution

Date

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Acquiring and Managing Talented Staff for Baltzersen’s

Introduction

Baltzersen’s is a Nordic styled café in Harrogate that offers

exquisite Yorkshire sourced ingredients to deliver a taste of

Scandinavian delicacies in a tranquil surrounding. The café

wasestablished on the 1st of October 2012 by Paul Rawlinson and his

wife and it currently ranks in an impressive ninth position out of more

than two hundred places to eat in Harrogate on Trip Advisor. Part of the

café’s success comes from the impeccable customer service offered. The

café management gives due consideration to the human resource aspect

by constantly being on the lookout for stand-out prospects to fill in

emerging positions. Baltzersen’s encourages potential recruits to

carry out extensive research on companies that they aspire to join. The

café also encourages prospects to be persistent in their pursuit of

employment and to ensure their applications are memorable. This paper

seeks to advise Baltzersen’s on how it can obtain great talent

employees and get the best out of them (Baltzersen’s, 2014).

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Acquiring Great Talent and getting the best out of Employees

Sourcing for talented employees is every employer’s dilemma.

Where employers seek to identify outstanding prospects from a pool of

applicants, logic dictates that there exist more false positive

signals than precise decisions. Research conducted suggests that the

predicament of identifying and choosing talent is more similar to

purchasing lottery tickets rather than a winner’s curse. On most

instances, employees fail to stand out. However, for employers to

acquire talented employees, they must go through the recruitment

process and the risk of disappointment arising from recruiting a

subpar employee. To overcome this hurdle, employers are adopting

various recruitment models and strategies. These strategies are at

identifying talented recruits early in the recruitment process

(Groothuis et al. 2009, 3193-3198).

Employer Branding

One of the strategies adopted by businesses for acquiring

talented recruits is employer branding. Employer branding refers to

practices implemented by companies worldwide in a bid to appeal to

ideally talented prospective recruits. Employer branding assists

business to convey to “intended employees” why their workplace is

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uniquely suited to them. Through this approach the employer can get the

attention of good workers, but even more importantly the attention of

top talent within the industry. Employer branding revolves around

building the company’s reputation before the eyes of the employee pool

(CIPD 2007, 15-21).

Baltzersen’s can benefit greatly from employer branding. For the

café to achieve this, certain measures have to be adopted to ensure

that the working conditions at the café are considered to be better

than that of other competitors in the industry. Some of the activities

that can be adopted include the provision of employee benefits and

growth opportunities within the café. Employee perks such as medical

cover, insurance plans, retirement benefits, legal assistance and

child care programs could help the café land top potential in the

employee market. In addition, the availability of career growth

opportunities at the café could assist in attracting talented

employees. Training of staff and the promise of performance based

promotion opportunities could build the reputation of the café such

that it attracts the attention of hardworking and innovative workers.

Employer branding could be beneficial to the café for many

reasons. The emergence of economic superpowers such as China, India

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and Brazil has prompted a migration of skilled workers to these

countries in search of better opportunities. As a result of this, many

countries including developed nations have witnessed a shortage in the

number of skilled workers and subsequently, an increase in competition

for skilled employees. In addition, there has been a clear shift in

preference of non-technical degrees over technical degrees by

students. Owing to this, companies that are considered to have

attractive working conditions and benefits have a better chance of

recruiting the most talented workers in any industry (CIPD 2007, 15-

21).

Employer branding helps to enhance the reputation of businesses

or organizations. Logically, professionals and graduates strive to

work for reputable firms and businesses. In so doing, they turn to

their peers, family members and friends for advice before making such

decisions. Through proper advertising and employer branding, the café

would receive a positive approval in such a case. Furthermore,

consumer, corporate and employer branding is intertwined. Businesses

that are considered as favorable employees tend to get similar reviews

in terms of goods and service delivery. As a result of this,

Baltzersen’s sales will be able to benefit from indirect advertising

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and increased popularity among customers, as well. From this

reputation, the café would obtain greater bargaining power and a

better chance of attracting the most skilled workers in the

hospitality industry, irrespective of their wage demands. An

attractive business can induce within prospective employees the

illusion that their growth will be best achieved through themselves.

From the perception that the café is the most desirable employer,

experienced and talented workers will flock to it for employment (CIPD

2007, 15-21).

Employer branding would require Baltzersen’s to develop a proper

employer value proposition that would offer to existing and future

employees a reason to work efficiently for the café. It would also mean

that a communication strategy is through which target employees would

be. The propositions must bear the right words and images that would

best relay the branding strategy and corporate identity of the café.

The implementation of an effective employer branding plan needs

adequate preparation and intensive research to ensure that the right

image is. This is important because of the huge financial implications

associated with the employer branding process (CIPD 2007, 15-21).

Internet Recruitment

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Various studies have been conducted on the comparative

assessment of the effectiveness of different recruitment methods so as

to establish the most efficient method for different companies.

Internet recruiting or e-recruiting is simply the utilization of the

web to source for actively hopeful recruits to fill a vacant position

within a firm. Considering the rapid increase on internet dependence

by businesses, many businesses and organizations are turning to the

internet as an employee recruitment platform. Technological

development means that many people now have access to the internet. As

such, the internet economy is significantly changing the way through

which companies are operating in terms of sales, advertising,

communicating and recruitment (CIPD 2008, 4-18).

The popularity of recruitment over the internet has been

gradually on the rise within the global hospitality industry. Both

employers and job seekers utilize the internet in several ways during

the recruitment process. Employment opportunities and information

about these opportunities are abundantly available on the internet.

From this source, job seekers can identify a particular company or

position and review it to find out his/her suitability to that job

(Erickson 2008, 143-160). Internet recruitment can be through job-

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posting sites or social media. Unlike social media, job-posting sites

specialize solely on advertising employment opportunities and job

seekers’ profiles. The benefit that these sites have over social media

is that they are specifically intended to advertise opportunities and

profiles. Therefore, identification of both potential employees and

opportunities is easier and more simplified since each advertisement

is accordingly. Social media, on the other hand, are favorable

platforms due to their popularity by internet users. However, much

content is channeled through social media sites and as such, potential

employers and employees may fail to see some of the posts available

there (CIPD 2008, 4-18).

The greatest benefit of e-recruiting that Baltzersen’s could

benefit from is its relatively low cost compared to other forms of

recruitment. Compared to advertising over other forms of media,

recruitment over the internet costs very little. Posting adverts on

the internet is free. Considering that the internet provides global

coverage, the café would be able to advertise an opening over a much

larger market for a considerably lower fee. This will be especially

important if the café intends to open up other branches across the

country. Furthermore, e-recruiting can significantly shorten the

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screening process by providing a screening criterion through which

applicants can weigh their suitability and opt whether or not they

qualify. This would considerably cut down on costs incurred during the

screening process. Time used by management or recruiter can instead be

for more productive undertakings and revenue generation.

Internet recruiting is a convenient means of identifying and

selecting talented workers. Where recruiters only operate over

certain periods, internet posts are available throughout the day. As

such, many already employed workers get the benefit of looking for work

without having to leave their workplaces (CIPD 2008, 4-18). Changes

that are necessary on online advertisements can easily be as compared

to other recruitment methods where the corrections would have to wait

to be effected on subsequent adverts. The internet provides a platform

through which companies are allowed to place as much detail about the

post as is needed. Because of this, employers can give specific

qualifications of an opening in vivid detail to ensure that the right

applicants try out for the advertised position (Cascio 2006, 16).

Similarly, applicant’s resumes can bear as much detail as they feel

necessary that best define their capabilities. Through e-

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recruitment, the café would be able to sift through the resumes posted

and identify potential the best suited recruits.

Internet recruiting opens up vacant positions to any capable

worker. Therefore, it can be said that internet recruitment gives

provisions for internal recruitment. Through this, the café would be

able to source internally for highly capable employees to fill

existing positions. Since the café intends to open up branches across

the country, talented employees could be considered for the managerial

posts in these premises. This would allow the café retain its prized

human assets while at the same time motivate other workers to improve.

In addition, the constructive competition arising from this would

improve employees’ performance and delivery (CIPD 2008, 4-18).

Human Resource Development

Effective human resource development revolves around improving

employees’ capacities to perform in the workplace by enhancing their

strengths and eliminating their weaknesses. There are many methods

through which a business can make its employees motivated and well

versed in their line of business. These systematic activities form

part of Human Resource Development (HRD) (Stewart 2011, 158-285).

Baltzersen’s should adopt a strategy that would attract talented

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workers and at the same time develop the potential of existing

employees to maximize their productivity.

Human resource development can be carried out through training

and development. Training improves the skills, knowledge and

attitudes of employees at the workplace with regards to a particular

job or task (Maund 2001, 175). Trainings are usually short-term and are

intended to open an employee’s awareness on a particular weakness or to

improve their relations with other colleagues in the workplace.

Employee development also strives to develop an employee’s ability to

perform a specific task while at the same tie preparing them for future

endeavors and responsibilities. Training can be carried out through

orientations, training programs or specific workshops intended at

addressing specific issues (Torrington 2011, 79-100).

Another path through which HDR can be conducted it through career

growth. Career growth refers to the process by which employees advance

through a set of changes to achieve their optimal achievement. For this

to happen, employees need to possess the necessary knowhow that will

allow them to adapt to these changes. Basic schooling is a human right

that is necessary for the overall development of any person. It allows

people to identify what they like and what they are best suited to do

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(Gold 2009, 23-76). It is from basic schooling that people decide which

career path to follow and provide them with the necessary tools to

prepare them down this path. Higher learning is a continuation of basic

education, but it is more defined to a particular field. Some employers

offer programs through which they invest in their employees by paying

for their higher learning. Higher learning further improves the value

of employees. It enhances their ability to undertake more

responsibilities in the workplace and to obtain better paying jobs

within their field of study (Torrington 2011, 79-100).

The final form of HDR comes through organizational development.

This is where management optimizes the productivity of existing

employees through efficient organizational plans and schedules.

Under organizational development, an employee’s effectiveness

depends on his/her relations with colleagues. Here, an individual’s

productivity is only improved through the general team effort (Mullins

2011, 215-260). Their effectiveness as an individual is .

Organizational development improves a person’s social and

communication skills and creates good team spirit (Fisher 2006, 120-

136). In the long-run, organizational development also leads to a

better working environment where conflict resolution is easy. Social

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Psychology shows that thinking patterns vary with people’s experience

(Prensky 2001, 2). Therefore, different people contribute

differently to an organization’s growth.

Through HRD, Baltzersen’s café would be able to improve their

employees’ ability to perform and handle clients. This will in turn

increase workers’ morale by acting as good incentives for employees to

work hard towards the attainment of an organization’s goals. The café

needs to nurture an environment where there is a chance for employees

to further better themselves. By doing so, Baltzersen’s will give

employees adequate motivation to optimize their input towards the

development and growth of the business (Vemić 2007, 209-206). HDR

provides such an incentive. By practicing HDR, the cafe also promotes a

sense of constructive competition among its employees and this

contributes positively towards the long-term growth of the cafe and

its image

Gender Parity

Many organizations are giving due attention to gender parity and

the involvement of women in their growth and development. Women

provide a huge and capable workforce. Many women work in the

hospitality industry though not necessarily in the high positions.

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Gender parity dictates that women be given equal consideration in the

recruitment process. Businesses that practice gender parity provide

adequate motivation to women within the industry to improve on their

performance and overall delivery (Olgiati 2002, 73-84).

The café exists in an industry that has many female workers. As

such, there are many female graduates and professionals that form part

of the job seekers within the industry. To get the best out of women,

they must be given equal consideration in the workplace. In addition to

this, equality in the workplace improves the working condition by

creating a level playing field through which any performing employee

is given a fair chance at growth regardless of their gender.

Productivity also increases due to the constructive competition that

exists due to equality. Practicing gender parity would build on the

reputation of the café. As such, the café would form a model example as

a business that practices fairness and equality among its employees

(Olgiati 2002, 73-84).

Conclusion

There are many human resource management practices through which

Baltzersen’s would be able to utilize in recruitment and retention of

talented personnel. The method of choice depends entirely on the

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café’s policies and needs. Ideally, the methods used should be

efficient and should be able to serve multiple purposes all intended to

assist in the growth and expansion of the café. Since the café

eventually intends to expand across the country, the recruitment

process chosen should ease the identification and selection of

talented workers at the target location areas. The method chosen

should be efficient and cost-effective. As such, the café would be

advised to consider internet recruitment due to the relatively low

cost incurred and the vast coverage of the internet. Employer branding

would enhance the café’s recruitment process by ensuring that the top

talent in the industry is attracted to it. To build the capacity of

employees, the café should adopt HRD techniques that will increase

their productivity.

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Reference

Baltzersen’s (2014) About Baltzersen’s , Available at:

http://www.baltzersens.co.uk/about/ (Accessed 7 May 2014)

Peter A. Groothuisa, James Richard Hillb, & Timothy Perric (2009)

Applied Economics; The dilemma of choosing talent: Michael Jordans are hard to

find , 41, Routledge and the Taylor & Francis Group , pp. 3193–3198

Chartered Institute of Personnel and Development (CIPD) (2008).

Recruitment, retention and turnover, pp. 4-18. Available at:

http://www.cipd.co.uk/NR/rdonlyres/BE3C57BF-91FF-4AD0-9656-

FAC27E5398AA/0/recruitmentretentionturnover2008.pdf

Prensky Marc (2001) Digital Natives, Digital Immigrants, Part II: Do They Really

Think Differently? On the Horizon, NCB University Press, Vol. 9 No. 6,

p. 2. Available at:http://www.marcprensky.com/writing/Prensky

%20-%20Digital%20Natives,%20Digital%20Immigrants%20-

%20Part2.pdf

Chartered Institute of Personnel and Development (CIPD) (2007).

Employer branding: The latest fad or the future for HR?, pp. 15-21.

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Available at: http://www.cipd.co.uk/NR/rdonlyres/56C8377F-

256B-4556-8650-8408B0E07576/0/empbrandlatfad.pdf .

Erickson, Tamara J., (2008), Plugged in: The Generation Y Guide to Thriving at

Work, Harvard Business School Publishing, 60 Harvard Way, Boston,

Massachusetts, pp.143-160

Stewart Greg L. & Kenneth G. Brown (2011) Human Resource Management:

Linking Strategy to Practice, John Wiley & Sons, Inc., 2nd Ed., 111 River

Street, Hoboken, USA. Pp. 158-285

Gold Jeff, Julie Beardwell, Rick Holden, Paul Iles &Jim Stewart (2009)

Human Resource Development: Theory and Practice. Palgrave Macmillan

Publishers, 1st Ed., Basingstoke. pp. 23-76

Torrington Derek, Laura Hall, Stephen Taylor & Carol Atkinson (2011)

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practice, Palgrave, Basingstoke, Hampshire. p. 175

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Fisher, Dalmar (2006) Communication in Organizations, Jaico Publishing

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df

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Olgiati Etta & Gillian Shapiro (2002) Promoting gender equality in the

workplace, European Foundation for the Improvement of Living and

Working Conditions, Loughlinstown, Dublin 18. Pp. 73-84.

Available At:

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Reflective Statement

I have participated in a seminar presentation in which my

contribution centered on explaining proper workplace conduct and

professional standards to employees at a local engineering

consultancy firm. I was able to successfully take participants through

several PowerPoint presentations by using a projector and through

handouts and manuals that were disseminated to attendants at the

beginning of each session. The seminar was guided with a two day

program. I registered a 96 percent attendance over the two days with an

average of 4 staff members absent on each day. On the first session of

the day one, I took attendants through the key terms and concepts of

appropriate workplace behavior. In the afternoon session, I gave a

detailed presentation on sexual harassment and bullying in the

workplace. Before the close of the day, I was able to answer members’

questions that cut across the two topics that had been discussed that

day. During the initial session of the second day, I introduced the

topic on professional standards as pertains to the field of

engineering. I welcomed a key guest speaker who succeeded in taking

attendants through the topic in vivid detail. Later that day, the guest

speaker and I conducted an exercise session in which questions were

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answered by the attendants. As such, I successfully covered all the

topics in the required time as dictated by the event program.

Before the presentations, I conducted intensive literature

review on the subject matter of discussions and the various ways in

which presentations could be made effective. I did this to ensure that

the training content was correct and to ensure that I would have the

unwavering attention of the participants. I adopted the use of humor

and story-telling in my performance to keep the attendant attentive

and to ensure that some of the key points would be embedded into their

minds. I put my utmost performance towards delivering the presentation

making sure that I covered all the topics in depth. Based on the

feedback I received from my tutor and fellow students, I have taken

steps to ensure that subsequent presentations are more participatory

on the part of attendants.

I would say I own adequate managerial skills although I lack the

decisiveness that instinctive managers possess. In developing my

managerial skills, I have opted for the more careful and calculated

approach rather than the rash “gut feeling” method that is evident in

naturally born leaders. This is particularly disadvantageous when it

comes to making impromptu decisions.