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  • Human Resources, Recruitment & Training
  • Wanted 'the Perfect Candidate': But, Like the Perfect Spouse, Does He or She Exist?

  • "SHE'S LIKE A RAINBOW," sang the Rolling Stones in their 1967 psychedelic love song. Also like a rainbow are the multi-hued causes of unrealistic requirements for job candidates. For example:

    Let's Run It up the Flagpole - One school of thought in hiring is "nothing ventured, nothing gained." Perhaps there really might be a Harvard MBA out there who is willing to join the company for only $60K a year. If we don't try, how can we know we weren't right?

    We Don't Really Want to Hire - In some corporate environments these days, making no decision at all is far safer than making the wrong decision. And the best way to avoid a hiring decision is never to find the right candidate for the job. Setting unattainable expectations helps ensure that the hiring process remains exclusionary.

    No One Other than I Will Do - Go ahead and take credit for it: you are unique. Therefore, no one else in the universe will have your precise background, experience and qualifications. You can delay the search process indefinitely by insisting on your exact replica. The unanswered question is whether your organization will benefit the most from another you.

    HR Can Fill in All the Blanks ...

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Hotel Business Review Human Resources, Recruitment & Training

Alan S. Gregerman
Hale Johnston
Doug Walner
Jane Renton
Jason Ferrara
Steven Belmonte
Jason Ferrara
Coming Up In The March Online Hotel Business Review

"Hotel Business Review offers weekly articles for hotel management and operation and discussion on emerging growth markets."
Feature Focus
Hotel Human Resources: The Biggest Challenges
The economic challenges of the past four years have led many hotel companies to re-examine the ways in which they do business and how they deploy talent. In many cases, the work did not go away and fewer people were left to carry on the tasks that had previously been shared among many. As we work our way out of the recession and look forward to a healthier economic environment, there is an understanding that despite recovering business levels, we may never see the return of former staffing levels. This "new norm" of operating with leaner teams has led Human Resources professionals and people managers to look at career development and growth opportunities in a new light. The March Hotel Business Review will take a look at some of the strategies being used by successful hotel brands, and techniques human resource directors are currently exploring.
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