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 Message 22415 of 22774 in Behind the Bar
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Subject: Re: Hiring questions
From: angus
Posted: Thu Jan 6. 2011, 18:01 UTC
Followup to: "Hiring questions"  by Daddy-O  (Tue Jan 4. 2011, 16:41 UTC)
this may help... it was an article I wrote some years back...

Ready-Aim-Hire!

	(This article is aimed primarily at bar managers but may well provide many 
useful insights into the most important part of bartending… getting a bar job!)

	Any manager should think of each of his or her staff as an investment. For my 
mind it is the most important investment that one can make. The right staff 
encourages repeat business and maintains profitability. A poorly chosen staff 
can create a bad impression regardless of the amount of promotions, 
advertising, décor and design or other unique services offered. Although it is 
important to remember that although you can train someone to tend bar it is 
nigh on impossible to train friendly disposition and attitude. But how can you 
tell this from a walk in interview or in the flood of applications that follow 
a help wanted ad… read on…

1.	Firstly ask the staff if they know anyone who could fill the post. They 
have a good understanding of the job and may well mix with other bartenders. 
However if there are deep problems in the staff then new blood may be the best 
option. Secondly  advertise the job in the window or similar area as people 
who socialize in your bar may well have a good understanding of the style of 
the place. Finally advertise in the press but make sure the wording of the ad 
mimics the type of staff you are looking for and explains the role clearly – 
if you are looking for cool lively people then a cool and lively ad is 
required.

2.	Try to use ‘standard’ application forms as opposed to using CVs or resumes. 
This will allow clear comparison of applicants and also tell you much about 
the candidates attitude. The manner that the form is filled in – neat, tidy, 
complete etc all indicate an ordered mind and a careful approach. A haphazard, 
incomplete or sloppy application could mean that the applicant does not care 
about making a good impression. Also it means you do not have to plough 
through reams of CVs that have been primped, air-brushed and organised away 
from you (and an essential tip if you do use CVs is make sure they fit on one 
page…most everyone’s life that is relevant to a job can fit onto one page)

3.	Alongside the standard application form try using a standard test, based 
around the requirements of the job that will help sort out the wheat from the 
chaff. Questions like: what are the ingredients in a Daiquiri including 
garnish? In what order would you make the following drinks while working 
dispense? What is the name of the drink made with vodka, peach schnapps and 
cranberry juice? How do you change an ashtray? These will quickly give you an 
idea of whether the application form was fact or wishful thinking and also let 
you know how much training will be required.

4.	When organizing the  interview decide if you are to interview straight away 
or at a later date. Although interviewing straight away can be more time 
efficient, if you set an interview time it will also test their punctuality 
and their level of preparation. Having call back interviews also allows you to 
run primary screening.

5.	The interviewing itself for many people is as stressful as being 
interviewed. In order to allow easier comparison often try to have a standard 
interview script and procedure – this will also make the whole rigmarole more 
bearable. Firstly one should try to hold the interview in a quiet area where 
neither of you will be distracted. Make sure you have enough time to gather 
the facts and get a feel about the attitude of the interviewee but you do not 
need time to socialize yet. Secondly you should lay out the full role profile 
of the job to let them know exactly the requirements. Thirdly remember that 
interviewing is about observing – how does the person deal with the pressure 
of the interview and the problems of trying to establish a rapport with you? 
Do they meet your eye contact? Fiddling constantly? Smiling? Fourthly your 
questions should be a mix of practical (“How did you deal with drunks in your 
last job?” as well as those to reveal the applicants attitude to work (“What 
was good/bad about your last job”). Finally find out the ‘human element’ of 
the applicant such as do they have a family, do they live far away and the 
like.

6.	References: one of the best ways of finding out about an employee and one 
of the things that is consistently done badly in catering is the checking of 
references. Knowing why employees leave is important for any business and Exit 
Interviews should be carried out by managers so that they can give a better 
and more accurate reference. The questions that should be asked are : “when 
did they work with you? Were you satisfied with their work? Did they work well 
unsupervised? What are the applicants strong and weak points? Why did they 
leave? Would you re-hire them? Far too often problem employees are not 
apparent in interview and then the safety net of reference checking becomes 
paramount. Be aware that what a reference giver can say ‘on the record’ is 
limited so always ask pertinent questions. If an employer gives a reference 
then it’s got to be true and accurate and give a fair representation of the 
person.  This is a duty owed to both the employee and the potential employer – 
either have the right to sue the provider of the reference for damages if an 
inaccurate reference causes them damage. 

7.	Offer a Trial Shift as a final judgment. This should occur after references 
have been checked but before any final hiring  decision is made. The trial 
shift allows you to see how the newbie moves behind the bar (not just if they 
know recipes etc), how they like the job and how they relate to other members 
of staff. Only after a trial shift does everyone have a true picture of the 
job and someone’s suitability to it.
 


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