

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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