Globalization has increased interest in human resource management and its transferability. Today, companies have to hire employees who can meet standard expectations that boost competitiveness and profitability. Organizations accomplish their mission by aligning human skills and knowledge with job positions. The process of sourcing for employees, assessing their capabilities, and hiring them must support the overall culture. This paper aims to discuss the company’s profile and business model, Beefsteak’s brand contemporary human capital topics, and predictive analysis relates to the company. Furthermore, it describes the three sequential stages of recruitment and recommends a selection strategy for managerial and staff positions at Beefsteak.
Beefsteak’s Company Profile and Business Model
The company is a provider of catering services. Its menu dwells solely on vegetables with many ingredients for customizable vegetables and grain bowls. Known for its perfect services by the leading chefs, the brand was founded in 2015 to champion the health and wellness of Americans. The owner also founded ThinkFoodGroup Company to support his passion for food products, hotels, and philanthropy. He has partnered with several businesses and individuals to pursue the mission of changing the world through the power of food that has been the driving force behind the success and growth of Beefsteak. Focused on modern lifestyles, Beefsteak Company prides itself as a brand of farm-fresh products.
Beefsteak’s business model relies on providing healthier choices, reimaging vegetables, and making them the best a customer could get in the place and possibly the entire market. It differentiates itself by offering quality services, focusing on quality and healthy food, and giving the customers the best hospitality and fast service. Consequently, the company has created a competitive advantage that many entrants have to emulate.
Culture is vital in Beafsteak’s management and has been the focus of most of its strategic decisions. The company’s core value; Kindness unleashed, explains the purpose of doing good to others, service everyone, and eating healthy food. It is highly invested in social responsibility, exemplified the purchasing of locally-grown produce, and putting the community at the forefront of its decisions.
The Recruiting Strategy
Sourcing
The company must begin by developing a list of all applicants with the potential to become future employees. The applicants must have the aptitude to get transformed into leaders to maintain the organization’s culture. But, this process is associated with uncertainties. To circumvent this, the company could prioritize internal recruitment. This strategy could enable the company to grow and have sustainable human capital by relying on a strong leadership bench. It offers an opportunity for the company to obtain particular qualifications or knowledge and the experience required to perform some duties (Vasile & Xiaoyu, 2020). It is also a great way of maintaining organizational culture. The company should, therefore, create a training and development strategy for the current employees. Subsequently, the management can identify those that can fill certain positions and prioritize them for vacancies.
Assessing
Assessment of the applicants should ensure compatibility between knowledge and skills with the duties and responsibilities of the particular job. It is a vital stage in recruitment, and Beefsteak must incorporate experienced managers and prefer objective performance standards. An applicant might be qualified to take a vacant position in the organization, but lack of fit could cause a negative influence on the culture. The company could assess the applicant through quizzes and questionnaires, screening their character, history, and qualifications. “The maximum potential in an applicant pool is realized only if the best applicants in the pool are offered, and then accept, positions” (CARLSON et al., 2002, p. 465). Therefore, the company has to systematically assess the quality of each applicant and consider the best applicants in the pool. It could increase loyalty and commitment among the other employees who foresee themselves as part of Beefsteak’s future.
Employing
The root of sustainability in human capital is mutual trust between the staff and management. Everyone has to feel valued and factored into the mission and vision of the company. The hired applicants must get trained and developed. There must be a continuous assessment of their knowledge and skills to identify their potential. Being a service brand, Beefsteak relies on the quality of services offered by the staff to improve brand equity because its success is employees’ success and vice versa.
Diversity in Recruiting and its Impact on Beefsteak’s Brand
Companies have had to keep track of trends in human resources, one of which is the increasing influence of demographics on recruitment (Stevens et al., 2008). Beefsteak should distribute race and ethnicity among the members of its work unit, whether workgroup or department. According to Stevens et al., this strategy could help it achieve workplace diversity and enjoy the benefits associated with a climate of respect, compassion, and openness. The company could offer networking and mentoring programs to underrepresented groups where different ‘diversity days’ get celebrated. Such practices could complement the company’s social responsibility strategy.
Contemporary Human Capital Topics and Predictive Analysis
Diversity and inclusion have become popular human capital topics today, along with job stress, discrimination, diversity, safety issues, etc. Top companies are investing in employee safety, fight against discrimination, and reduction of employee burnout. Consequently, Beefsteak must adopt these mechanisms to remain competitive. One possible way of addressing these topics is through predictive analysis. Predictive analytics makes it possible to discover effective recruitment and selection strategies (Nijjer & Raj, 2020). Using predictive analytics, Beefsteak could identify strong hires for the vacant positions, make better offers to applicants and improve candidate experience. Notable benefits of predictive analytics include; Predicting and preventing employee turnover, its role in predictive hiring, and significant insight on talent sourcing.
Selection Strategy
The company could start by announcing the vacant position(s). The human resources team may decide where to place the advertisement. Beefsteak may enlist the help of a third-party staffing agency if it decides to go with the external recruitment strategy. Next, the company should review the applications, resumes, and cover letters to narrow down the pool, discard any that does not meet the minimum criteria, compile a list of potential employees and conduct an initial screening. The screening stage could involve short interviews to assess why the candidate is seeking the position, their interests, and their potential, followed by in-person interviews to determine an applicant’s compatibility with the company culture. Finally, the management should make the final candidate selection and carry out final tests, such as drug tests, background checks, etc. The company can collect applications externally and internally.
Conclusion
Beefsteak has significant potential when it comes to human capital. The company has invested heavily in human capital over the years but could raise its competitiveness by adopting recruitment and selection strategies that support its mission and vision. Beefsteak should focus on internal recruitment. The management has to assess the capability of the employees/candidates using an objective performance management system and consider training and developing the selected candidates. The company must consider the ramifications of contemporary human topics, such as diversity and safety issues towards sustainability and competitiveness. Despite the challenges of keeping up with emerging trends, using predictive analysis could be the key. With proper recruitment and selection, Beefsteak could benefit massively in terms of sustainability and organizational culture.
References
CARLSON, K. D., CONNERLEY, M. L., & MECHAM, R. L. (2002). Recruitment evaluation: The case for assessing the quality of applicants attracted. Personnel Psychology, 55(2), 461-490. https://doi.org/10.1111/j.1744-6570.2002.tb00118.x
Nijjer, S., & Raj, S. (2020). Emerging trends in predictive HR analytics. Predictive Analytics in Human Resource Management, 197-212. https://doi.org/10.4324/9781003026822-9
Stevens, F. G., Plaut, V. C., & Sanchez-Burks, J. (2008). Unlocking the benefits of diversity. The Journal of Applied Behavioral Science, 44(1), 116-133. https://doi.org/10.1177/0021886308314460
VASILE, G. I., & Xiaoyu, Z. H. A. N. (2020). Recruitment, Selection, And Integration In The Human Resource Management. Internal Auditing and Risk Management, 59(3), 34-40.
