Should all Pizza Barn locations across Canada use the same recruitment and selection processes? Do geographic diversity and differences in the labor market mean that these processes should differ on the basis of location? Why or why not? Pizza Barn provides upscale takeout pizzas and has locations in major cities all across Canada.Miranda Jones, an HR analyst working at the corporate offices in Vancouver, was concerned asshe reviewed statistics pertaining to the workforce during the past 6 months.She noted that over the past half-year, pizza makers (known as "dough masters" within thecompany) had a high turnover rate. Miranda compare Pizza Barn's numbers to those of othercompanies in the industry and found that employees were leaving at 3 times the industry average.Furthermore, pizza makers were staying with the company for an average of only 3 weeks.To better understand what was happening, Miranda began talking to managers at variouslocations across the country. Eric Anders, the manager of the Regina location, could notunderstand why he had such difficulty keeping staff. "Being a pizza maker is such a simple andbasic job. It isn't rocket science! However, people just don't seem to like working here. Whenthey quit, the pizza makers keep telling me that this 'isn't their scene', whatever that means. Itseems like dough experts think this is going to be some type of exciting job and dynamic place towork and are then disappointed once they actually start doing the job".When Miranda asked about Eric's recruitment and selection process, he told her that he placesadvertisements at the local high schools and universities, goes through the resumes that come in,and selects the best candidates to interview. To save time, he invites 4 or 5 people to meet withhim at the same time and spends about 20 minutes asking each a few behavioral questions. Ericasks for 1 or 2 references, which he does check before hiring anyone. The interview alsoinvolves a test for manual skills as pizza makers need to be coordinated.Conversations with managers at different locations across Canada yielded the same results. Allmanagers followed processes similar to those Eric had outlined and were experiencing highlevels of turnover.Miranda was puzzled. The recruitment and selection processes were thorough, yet somethingwasn't working.

Recruitment is a process of hiring people for the organization to fill the vacant post and keep the…

Should all Pizza Barn locations across Canada use the same recruitment and selection processes? Do geographic diversity and differences in the labor market mean that these processes should differ on the basis of location? Why or why not?

Should all Pizza Barn locations across Canada use the same recruitment and selection processes? Do geographic diversity and differences in the labor market mean that these processes should differ on the basis of location? Why or why not?

Understanding Business

12th Edition

ISBN:9781259929434

Author:William Nickels

Publisher:William Nickels

Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment

Section: Chapter Questions

Problem 1CE

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Question

Pizza Barn provides upscale takeout pizzas and has locations in major cities all across Canada.
Miranda Jones, an HR analyst working at the corporate offices in Vancouver, was concerned as
she reviewed statistics pertaining to the workforce during the past 6 months.
She noted that over the past half-year, pizza makers (known as "dough masters" within the
company) had a high turnover rate. Miranda compare Pizza Barn's numbers to those of other
companies in the industry and found that employees were leaving at 3 times the industry average.
Furthermore, pizza makers were staying with the company for an average of only 3 weeks.
To better understand what was happening, Miranda began talking to managers at various
locations across the country. Eric Anders, the manager of the Regina location, could not
understand why he had such difficulty keeping staff. "Being a pizza maker is such a simple and
basic job. It isn't rocket science! However, people just don't seem to like working here. When
they quit, the pizza makers keep telling me that this 'isn't their scene', whatever that means. It
seems like dough experts think this is going to be some type of exciting job and dynamic place to
work and are then disappointed once they actually start doing the job".
When Miranda asked about Eric's recruitment and selection process, he told her that he places
advertisements at the local high schools and universities, goes through the resumes that come in,
and selects the best candidates to interview. To save time, he invites 4 or 5 people to meet with
him at the same time and spends about 20 minutes asking each a few behavioral questions. Eric
asks for 1 or 2 references, which he does check before hiring anyone. The interview also
involves a test for manual skills as pizza makers need to be coordinated.
Conversations with managers at different locations across Canada yielded the same results. All
managers followed processes similar to those Eric had outlined and were experiencing high
levels of turnover.
Miranda was puzzled. The recruitment and selection processes were thorough, yet something
wasn't working.

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