1. The three activities and goals of human resource management are (1) finding the right people, (2) managing talent, and (3) maintaining an effective workforce over the long term. The video on Barcelona Restaurant Group deals primarily with finding the right people. In particular, the video focuses on the process of recruiting and selecting candidates. It is clear in the interviews that Lawton believes finding the right people is the human resource activity most critical to Barcelona’s success—a perspective no doubt related to the industry’s high turnover.
2. For most firms, the selection process involves multiple tools for assessing the “fit” between the job candidate and the organization. While Barcelona makes use of recruiters, interviews, and various employment tests, the company places little significance on the interview, allowing no more than 20 minutes per candidate. According to COO Scott Lawton, interviews provide little dependable information about the fitness of the applicant. Lawton says he doesn’t get anything out of the actual conversation with candidates, and he notes that many impressive interviewees over the years “ended up being a dud.” As a result, only 10 percent of Barcelona’s job applicants are refused during the interview stage of selection.
Instead of trying to judge the candidate’s personality and work attitudes during an interview, Barcelona uses interviews to provide applicants with company information and to set up a series of assessments that ultimately reveal the proper match between the company’s needs and the employee’s expertise.
3. The video highlights Barcelona’s three-stage selection process:
1) The interview – managers at Barcelona use interviews to give candidates information about the company and to set up a series of employment test and assessment exercises. COO Scott Lawton says that interviews do not reveal much useful information about job fit. As a result, only 10 percent of candidates are refused at this stage.
(2) The “shop” – this employee assessment activity requires that candidates dine at a Barcelona restaurant, observe their experience, and write an essay that grades the presentation of food and performance of the wait staff. According to Lawton, sending applicants on a shop provides significant insight into candidates’ thought processes, perception, attitudes, education, skills, and work ethic. The activity also reveals if the potential hire is paying attention to the kinds of details that are important at all the Barcelona restaurants. This selection activity eliminates approximately 60 percent of applicants.
(3) The “trail” – this assessment asks candidates to pretend that they have been with the company for six months, and it asks applicants to take command of the floor, talk to the staff, engage customers, and demonstrate their abilities. Top managers observe the candidate and make a decision whether to hire the person. This assessment reveals the personal, technical, and people skills of the applicant. Only one in four candidates who performs a “trail” can expect to be hired at Barcelona.
List the three main activities of (HRM) and identify which activity is examined at length in...
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