HUMAN RESOURCES MANAGEMENT Essay Research Paper CRISP

HUMAN RESOURCES MANAGEMENT Essay, Research Paper

CRISP ENTERPRISE LTD.

Report

MUSEUM/SPORTS CENTER

The staffing construction for the kitchen and the eating house at the museum it might be like the followers:

There is traveling to be a Food and Beverage Manager who will hold the overall duty of the constitution. We have to happen a individual who has the experience and the makings for a occupation like that. He will hold the duty of covering with all the jobs that the staff may hold, authorise the purchases, oversee all the sections when necessary and make any alterations to the countries that a job may originate.

We have to give a batch of attending with this individual as he is the cardinal individual for the success of the new constitution. He must hold the cognition of all the current statute law that affects our constitution and he must guarantee that our constitution complies with the statute law. He have to compose studies for our company stating how the constitution goes on, and if there are any jobs. His working hours will be from 10.00 to 18.00, 5 yearss per hebdomad for the museum and for the athleticss centre.

Then we have to happen a good Head Chef to be in charge of the kitchen. He should hold the duty for all forces in the kitchen and he has to make the preparation for the new staff if necessary. He will be responsible for the kitchen equipment, utensils, etc. He has to make the planning, organisation and supervising of nutrient readying including bill of fare planning harmonizing to the agreed costed formulas, buying of all the groceries, kitchen stuffs and equipment from the nominative providers within agreed budget degrees, part and waste control, agreement of staff rolls, hygiene and cleanliness, fire safeguards and the security of all kitchen supplies, equipment, utensils and silverware. He would describe to the Food and Beverage Manager for any jobs. The Head Chef for the museum should work from 10.00 to 18.00, daily and the Head Chef for the Sports Center can work during tiffin and dinner hours. Commi chefs should be hired to help the Chef and have the duty of running the kitchen when the Head Chef is non present. Some Sous Chefs should be besides hired to assist the Commi & # 8217 ; s in their work. Kitchen porters must be at that place all the gap hours of both constitutions to rinse and clean the equipment used in the kitchen and the eating house. ( see organisational charts )

For the eating house a Food and Beverage supervisor should be hired to be in charge of the service countries. He would be responsible for all the nutrient service staff and do the planning, organisation and supervising in the eating house including buying of drinks, eating house stuffs, and equipment from nominated providers within agreed budget degrees, agreement of staff rolls, preparation of new staff, hygiene and cleanliness, fire safeguards and the security of all eating house supplies, equipment, utensils and silverware. He should describe any jobs to the Food and Beverage Manager. Tellers and waitresses who they should be responsible for cleansing and puting up dining countries, stock up and replenish service points if necessary, clear off used home bases, utensils, trays, and pass over down tabular arraies and working surfaces during and after the service periods, serve clients during service periods. A caput server should be present to help and oversee the insouciant and portion clip staff when necessary and if the Food and Beverage Supervisor is non at that place.

When we will use the new staff we must guarantee that those people can work together as a squad a this is indispensable for the success of our concerns. We must put up an & # 8216 ; questioning squad & # 8217 ; which they will measure the hereafter employees if they are skilled plenty to work for us. As it is indispensable for our employees to work as a squad we have to guarantee that those squads should hold the undermentioned features:

1. A set rank

2. A sense of shared intent

3. Mutuality, i.e. people necessitating each other

4. Communication

5. The ability to move as a unit when necessary

There are many influences on the construction of squads and the manner they operate. The manner in which the undertaking that the squad have to accomplish is organized will impact the construction. For a squad to work efficaciously, all the undertaking and care functions must be carried out by some individual or individuals in the squad at some phase. Some members will execute more than one function and it is the leader & # 8217 ; s duty to guarantee that undertaking and care functions are completed but single functions are avoided.

In order for any of us to work to our optimal potency, the environment within which we work is really of import. To increase occupation satisfaction we can present some inducement strategies. But if we want to utilize this sort of incentive strategies we must follow some basic rules that should be adhered to for it to be effectual in the long term. These are:

1. When an inducement strategy is introduced all workers should be considered because of the consequence the strategy may hold on bing net incomes derived functions and the possibility of making clash between staff.

2. Payments should be related to consequences by comparing existent public presentation with prognosiss, marks, criterions, or budgets. This may be done separately or on a group footing.

3. Targets should be realistic, that is accomplishable with sensible attempt and agreed with the individual or groups concerned.

4. Targets should be reviewed on a regular basis, and at least yearly, so that payments are something to be earned with attempt instead than something who becomes a affair of right.

5. An incentive strategy should be simple and clearly understood by those within the strategy.

6. Payment of the inducement should be made every bit near as possible to the period in which it was earned. Long delays in payment cause annoyance and cut down the inducement component.

7. All elements of a strategy and any regulations should be nonsubjective. Management should non integrate & # 8216 ; discretional & # 8217 ; regulations such as & # 8216 ; direction militias the right to keep back payment without giving a ground & # 8217 ; . Incentives, if earned, should be a affair of right, nor for direction to distribute on a discretional footing, and the footings of the incentive strategy should go portion of the & # 8216 ; Contract of Employment & # 8217 ; .

There are non merely the inducement strategies that we can give occupation satisfaction to our employees. Harmonizing to Herzberg & # 8217 ; s theory, he suggests that the work state of affairs can be divided into elements. The countries that cause dissatisfaction such as conditions of work, wage and physical conditions he calls & # 8216 ; hygiene & # 8217 ; or & # 8216 ; care & # 8217 ; factors. Those elements of the work which motivate people are duty, acknowledgment, accomplishment and promotion, and these are refered to as & # 8216 ; incentives & # 8217 ; . Herzberg found that the work force can be motivated to accomplish certain ends or marks set by direction every bit long as certain minimal demands sing the work environment have been met. He referred to & # 8216 ; care & # 8217 ; or & # 8216 ; hygiene & # 8217 ; factors as impacting our motive severely, but if these factors are taken by direction and used as the minimal criterion or outlook of the work force in relation to occupation conditions, motive could be improved. These care factors may include:

1. Execution of basic legal wellness and safety demands

2. The sensed place of the person in the organisation

3. The physical environment & # 8211 ; warming, illuming, etc.

4. The proviso of equal leisure or recreational installations and groups

The environment within which we work and the conditions found there must be of a certain criterion if persons are to make the aims set for them. If the conditions in which we work are good, so supervisors and directors may promote staff to work beyond the minimal degree.

We can offer to the staff free repasts, interruptions between the working hours, provide for them free uniforms, medical services, free insurance and in a instance of an accident the company will pay for their disbursals, Christmas fillip, long service awards, discounted ranks in the athleticss centre, discounted repasts in the company & # 8217 ; s constitutions, etc.

Another of import thing is equal and sufficient preparation. The additions which is hoped developing will convey are:

1. greater productiveness and quality

2. less bit or spoiled work

3. greater versatility and adaptability to new methods

4. less demands for close supervising

5. fewer accidents

6. greater occupation satisfaction demoing itself in lower labor turnover and less absence

Not all the employees have the same accomplishments as some of them. This depends from the experience that those employees may hold. There are different sectors that an employee may necessitate developing. This could be skill preparation or attitude preparation. Attitudes determine the general attack of an employee to work. For illustration, the attention that is taken to avoid error, the manner clients, clients or patients are dealt with a grade of continuity shown in accomplishing work aims.

Attitude preparation is hard because many attitudes are deep-seated and can non easy be changed in a short clip. The usual methods employed are as follows:

1. On-job experience within a group of employees whose attitude Ate thought to be appropriate

2. On-job preparation by attaching the trainee to a senior employee who has appropriate attitudes and the personal qualities probably to act upon their credence.

3. Off-job preparation in which a group of employees discuss instance surveies designed to stress the relevant attitudes.

If an employee has low degree accomplishments so a preparation process must take topographic point. The traditional method of skill preparation is as follows: to analyse the cardinal elements of occupations by interrupting them down into their indispensable constituents.

1. A supervisor performs the occupation him or herself and split it into sensible self-contained phases, each of which can be taught as a unit.

2. He or she examines each phase to place and depict & # 8216 ; cardinal points & # 8217 ; , e.g. particular troubles or dangers.

3. He or she makes certain that the stuffs and equipment required for preparation are decently arranged.

4. The supervisor negotiations to the trainee to happen out what is already known about the occupation and arouses the trainee & # 8217 ; s involvement in larning it.

5. The occupation is so demonstrated to the trainee in phases, explained easy and carefully, with peculiar accent on the cardinal points.

6. The trainee performs the occupation, the supervisor detecting to see that no errors are made and inquiring inquiries to guarantee that the trainee has understood it.

7. The supervisor puts the trainee to work, watching steadfastly closely at first but bit by bit restful supervising as the trainee additions assurance and accomplishment.

The method is inexpensive and is suited for a little figure of trainees. It begins by being off-job, though normally really near the scene of production, but shortly becomes on-job.

Another thing that our directors can make is to oversee the employees and one time per month to hold one-to-one meetings and the director will seek their attending to the subdivisions that they & # 8217 ; ll may hold a job and by and large to state them how they & # 8217 ; re traveling on the occupation. The directors they can finish the undermentioned observation checklist and the work criterions and public presentation of staff enchiridion.

CRISP ENERPRISE LTD.

HANDBOOK OF WORK STANDARDS

AND PERFORMANCE OF STAFF

EXAMPLE OF A CHECKLIST

Name: & # 8230 ; & # 8230 ; & # 8230 ; & # 8230 ; & # 8230 ; & # 8230 ; & # 8230 ; & # 8230 ; & # 8230 ; & # 8230 ; DEPARTMENT: & # 8230 ; & # 8230 ; & # 8230 ; & # 8230 ; & # 8230 ; & # 8230 ; & # 8230 ; & # 8230 ; & # 8230 ; & # 8230 ; & # 8230 ; ..

JOB: & # 8230 ; & # 8230 ; & # 8230 ; & # 8230 ; & # 8230 ; & # 8230 ; & # 8230 ; & # 8230 ; & # 8230 ; & # 8230 ; & # 8230 ; .HOW LONG IN DEPT. : & # 8230 ; & # 8230 ; & # 8230 ; & # 8230 ; & # 8230 ; & # 8230 ; & # 8230 ; ..

Date OF BIRTH: & # 8230 ; & # 8230 ; & # 8230 ; & # 8230 ; HOW LONG IN COMPANY: & # 8230 ; & # 8230 ; & # 8230 ; & # 8230 ; & # 8230 ;

Please tick the evaluations you think appropriate, after reading carefully the definitions of the factors and classs. You should add any general comments in the infinite provided at the terminal of the signifier. Establish your judgement on the demands of the occupation and the employee & # 8217 ; s public presentation in the occupation.

1. KNOWLEDGE OF JOB

( Present cognition of occupation and of work related to it. )

Knows merely everyday insistent work. Will non learn___________

Knows everyday work and some parts of other jobs___________

Knows most occupations but relies on others for particular

knowledge___________

Good cognition of practically all facets of the work___________

Complete appreciation of all facets of the work___________

2. ACCURACY

( Standard of work compared with standard expected, degree to which work must be checked. )

Work is inaccurate ; requires changeless checking___________

Careless at times ; requires frequent checking___________

Normally accurate ; requires occasional checking___________

Accurate except on really hard jobs___________

Accurate on all jobs___________

3. Speed OF WORK

( Speed of which work is accomplished in relation to the criterion expected on the occupation. )

Very slow ; ever fails to run into requirements___________

Slow ; frequently below requirements___________

Average velocity ; meets demands as a rule___________

Above mean velocity ; normally exceeds requirements___________

Fast ; ever exceeds requirements___________

4. CO-OPERATION

( Ability to work with others at all degrees ; preparedness to seek out new thoughts and methods ; response when asked for a particular attempt. )

Difficult to work with ; frequently touchy and unco-operative___________

Occasionally hard to work with___________

Normally co-operative ; raises few difficulties___________

Always tries difficult to co-operate ; easy to work with___________

Co-operates highly good with others at all levels___________

5. Enterprise

( Resourcefulness ; ability to work without elaborate instructions ; preparedness to offer thoughts and suggestions about work. )

Requires elaborate supervising ; delaies to be told___________

Requires frequent supervising ; asks for instructions___________

Requires occasional supervising, sometimes offers ideas___________

Rarely requires supervising ; resourceful, offers ideas___________

Never requires supervising ; has many thoughts, solves

jobs unaided___________

Training NEEDS

( Suggest any preparation class or in-company experience which might better the employee & # 8217 ; s public presentation. )

____________________________________________________________________

PROMOTION POTENTIAL

The employee is an first-class publicity campaigner because____________

The employee is a good publicity campaigner because____________

The employee is a border-line publicity campaigner because____________

The employee is improbable to be promoted because____________

GENERAL REMARKS

_____________________________________________________________________

GENERAL Evaluation

Assess employee & # 8217 ; s occupation public presentation in his or her present occupation:

( ( ( ( (

PoorAverageExcellent

Signed _____________Position______________Date____________

Countersigned________Position______________Date____________

CRISP ENERPRISE LTD.

HANDBOOK OF WORK STANDARDS

AND PERFORMANCE OF STAFF

All the supervisors must be cognizant of the current statute law that is impacting work criterions and the overall perf

ormance of the staff.

When a new employee starts work during the first two-month period the supervisor must supply to the employee the followers: ( see initiation checklist )

* Footings and conditions associating to sickness/injury etc.

* Rules on pension strategies

* Length of notice to be given by both employer and employee

* Disciplinary regulations and disciplinary entreaties process

Apart from that the employer must be cognizant of the undermentioned statute law Acts of the Apostless such as:

1. Trades Union Reform and Employment Rights Act 1993

It states that a written statement of the footings of employment must be given to any new employees who work more than eight hours a hebdomad and who have been in employment for more than a month. This is the major piece of statute law.

2. Health and Safety at Work etc. Act 1974 ( HASAWA )

All people at work except domestic retainers in private families are covered by this Act. It imposes a general responsibility of attention on most people associated with work activities.

3. Equal Pay Act 1970

This provides for equal wage and conditions for work forces and adult females making the same or loosely similar work.

4. Sex Discrimination Act 1975

This Act makes it illegal to know apart on the evidences of sex.

5. Race Relations Act 1976

This Act makes it an discourtesy to know apart on the evidences of coloring material, race or national beginnings. It prevents advertizements for staff from peculiar states or the rejection of a invitee entirely on the evidences of coloring material, race or national beginnings.

6. Employment of Young Peoples

It is illegal to use a individual under the age of 18 in a saloon when it is unfastened for the ingestion of spirits. They may be employed elsewhere and enter through the saloon to go through or have messages.

7. The Food Safety Act 1990

This Act seeks to protect the consumer from possible danger, utilizing a assortment of powers of control.

Apart from those statute law Acts that affect all the constitutions of the industry there are and some other processs that an employee may hold to follow and they are called & # 8216 ; Workplace procedures & # 8217 ; . Those processs fall under the undermentioned headers:

* Initiation

* Records

* Performance appraisal and assessment

* Disciplinary and grudge processs, and eventually

* Trades brotherhoods, professional organic structures and industrial courts

Depending on the size of the constitution these maps may carried out by a forces section, a little group of people or an person.

Initiation

This is the advancement of incorporating a new individual into an organisation or squad. When people have been appointed to a occupation, new staff demand to be given a short preparation clip taking at doing them familiar with:

1. Company policies

2. Company regulations and processs

3. An overview of the company & # 8217 ; s activities

4. The scope of merchandises or services

5. The construction and organisational systems

6. Introductions to the employee & # 8217 ; s immediate co-workers

Initiation is non something that takes topographic point on the first forenoon of a new occupation ; it can be a comparatively long procedure, with some people taking many hebdomads to settle in. This is because every occupation has two parts to it. First there is the work itself and back there are all the peripherals to the occupation including conditions and societal contacts.

Records

It should be utile for the company apart from the basic inside informations and pay records who is a legal demand to hold a database with information associating to the employees.

PERFORMANCE ASSESMENT AND APPRAISAL

It is really of import that the work force is able to run into the demands and outlooks of the organisation, and that they achieve the degrees of public presentation the company requires. Therefore it is besides of import that people know what the company is taking for, but these purposes should be broken into sections and delegated to the appropriate subdivisions or squads. This means that supervisors will be expected to put ends at which persons should take. Inherent in this is the changeless monitoring and rating procedure of people to guarantee that they are working to their possible. From a decently conducted assessment programme an employer should obtain the followers:

1. An analysis of preparation demands which enables single and group preparation plans to be produced.

2. A sequence program and direction development programme that earmarks persons for publicity and identifies their peculiar development demands.

3. A sensible nonsubjective footing for salary reappraisal.

4. Improved communications.

The person besides benefits by cognizing:

a ) How he or she stands and what aid is to be given to better public presentation.

B ) What his or her calling chances are.

There are three chief stairss in carry oning assessments right:

( I ) Having an up-to-date and nonsubjective occupation description, and public presentation marks.

( two ) Comparing the individual & # 8217 ; s public presentation with the occupation description and marks.

( three ) Communicating and discoursing the supervisor & # 8217 ; s and the individual & # 8217 ; s positions sing his or her public presentation, and the recording of both the supervisor & # 8217 ; s and the subsidiary & # 8217 ; s positions.

DISCIPLINARY AND GRIEVANCE PROCEDURES

Under the employment statute law there is a broad scope of legal duties to supply employees with just and merely conditions of employment and precautions against unjust dismissal and favoritism. This process should guarantee that any disciplinary action is non taken until the instance has been exhaustively investigated and that employees are non dismissed for a breach of subject, except in the instance of gross misconduct ( such as larceny, etc. ) .

There should be a system through which employees are told if a ailment has been against them and they should be given the chance to province their instance before any determination is made. The employee should hold the right to be accompanied by a & # 8216 ; friend & # 8217 ; ( either a trade brotherhood representative or fellow employee ) when saying his or her instance. The process should besides guarantee that the employee knows the punishments that can be imposed and informed of the entreaties mechanism.

The contents of a disciplinary codification should include mention to countries which cause echt break to the smooth running of the house. Hopefully your list includes some of the undermentioned countries:

* Persistent lateness

* Absenteeism

* Violation of wellness, safety and public assistance ordinances

* Larceny

* Smoking in prohibited countries

* Drinking on responsibility

* Fighting or opprobrious behaviour

The earnestness of each of these will change in footings of the figure of times the action is committed and in relation to the state of affairs in which it was committed.

TRADES UNIONS, PROFESSIONAL BODIES AND INDUSTRIAL TRIBUNALS

There isn & # 8217 ; t a brotherhood who is stand foring the catering industry due to the fact that the industry is big and diverse and people are invariably deriving employment with new constitutions or altering duties within bing 1s. The lone brotherhoods that made attempts to stand for the industry is the Transport and General Workers Union ( TGWU ) and the General and Municipal Workers Union ( GMWU ) .

The chief association for the cordial reception and catering industry is the HCIMA & # 8211 ; the Hotel Catering and Institutional Management Association. While the Association is best known for its educational work, it provides a wealth of information about all facets of the industry through a enchiridion which is updated yearly. The association besides provides publications, consultative services, meetings, conferences and talks to both industry and its members.

The map of the industrial courts is to supply an informal and rapid method for employees to implement their rights against employers for breach of some Acts including:

* Health and Safety at Work Act 1974

* Sex Discrimination Act 1975

* Race Relations Act 1976

* Employment statute law

For most state of affairss, the court will be made up of a president and two other members. The president must hold a barrister, advocator or canvasser for at least seven old ages. The other two members are appointed by the Secretary of State for Employment from lists proposed by the Confederation of British Industry, ( CBI & # 8211 ; an employers & # 8217 ; organisation ) and the Trades Union Congress ( TUC & # 8211 ; an employees & # 8217 ; organisation ) . These can be entreaties against the tribunal & # 8217 ; s determination ( on a point of jurisprudence ) .

CRISP ENERPRISE LTD.

HANDBOOK OF WORK STANDARDS

AND PERFORMANCE OF STAFF

Checklist for initiation programmes:

1. DOCUMENTATIONNameAddressTel. No.

Are the undermentioned pointsNext of kinNameAddress

covered? Tel. No.National Insurance no.

P45Bank reference

2. INFORMATIONWages/Pensions/Insurance/

Are the undermentioned Personnel/Training/etc.

sections informed?

3. Footing OF EMPLOYMENTHours of duty/Meal breaks/Days off/

Are the undermentioned explainedMethod of ciphering pay/Holiday agreements

and understood? Sick leave/Pension scheme.Grievance processs

Rights sing trade brotherhoods and Staff Assoc.

Extra benefits such as group Insurance rates

or other price reductions.

4. History AND ORGANIZATIONOrigin and development of the organisation.

Are the undermentioned explained andPresent state of affairs

understood? Aims.

5. ESTABLISHMENT/Layout of constitution including lavatories,

ORGANIZATIONshowers, etc.

Are the undermentioned explainedNames of relevant supervisors and co-workers,

and understood? Introduction where necessary, to supervisor,

store steward, etc.

6. Rules AND REGULATIONS ( a ) Statutory ; licencing Torahs and hours, nutrient

Are the undermentioned explainedhygiene, Innkeepers Liability Act, etc.

and understood? ( B ) Company regulations ; promptness, imbibing,

smoke, visual aspect, personal concern,

usage of employer & # 8217 ; s belongings, etc.

7. THE JOBPurpose/methods/training demands

Are the undermentioned explained

and understood?

CRISP ENTERPRISE CO.

JOB SPECIFICATION FOR A HEAD WAITER

JOB TITLE: Head server

Sexual activity: Male/Female

AGE RANGE:21-35

Necessities

Qualification

a ) Educational: No formal demands

B ) Technical: NVQ Food Service and old experience

Experience TO INCLUDE: Experience of all corners of the eating house

Experience to command a brigade of non less than

four

Recent experience of good quality service

Personal Quality: Able to command assorted staff

Stable employment record

Above norm intelligence

Personal Fortune: Flexible to work more if necessary

Will hold to populate out

Duties: Supervise and help the insouciant and parttime

staff, service clients, take orders etc.

Cognition: Licensing Torahs, processs for taking nutrient

orders, trade with client ailments, etc.

DESIRABLE

Qualification: GNVQ at Hosp. & A ; Cater. , NVQ Food service

Experience: Previous experience at working in eating houses

CRISP ENTERPRISE CO.

JOB SPECIFICATION FOR A CHEF

JOB TITLE:

Sexual activity:

Age Scope:

Necessities

Qualification

a ) Educational:

B ) Technical:

Experience TO INCLUDE:

Personal Quality:

Personal Fortunes:

Duties:

Cognition:

Skill:

SOCIAL SKILLS:

DESIRABLE

Qualification:

Experience:

CRISP ENTERPRISE CO.

JOB SPECIFICATION FOR A COUNTER ASSISTANT

JOB TITLE: Counter helper

Sexual activity: Female

AGE RANGE:18-26

Necessities

Qualification

a ) Educational: GCSE & # 8217 ; s at Math & # 8217 ; s

B ) Technical: Previous experience

Experience TO INCLUDE: Experience of doing right hard currency minutess

Experience of nutrient service

Personal Quality: Able to work under force per unit area

Personal Fortune: Flexible to work more if necessary

Duties: Keep the dining countries in a clean and tidy province

Serve clients

Clean and lay up canteen dining country

Clear off used home bases, utensils, trays, and rub

down tabular arraies and working surfaces during and

after the service period

Clean and Polish equipment after service periods

Comply with company criterions and statutory

hygiene ordinances

Cognition: Licensing Torahs, processs for taking nutrient

orders, doing right hard currency minutess,

disposal of cutter, dishware, linen, etc.

DESIRABLE

Qualification: NVQ nutrient service

Experience: Previous experience at working in a eating house or a counter

CRISP ENTERPRISE CO.

JOB SPECIFICATION FOR A WAITRESS

JOB TITLE: Waitress

Sexual activity: Female

AGE RANGE:18-25

Necessities

Qualification

a ) Educational: No formal demands

B ) Technical: NVQ nutrient service or old experience

Experience TO INCLUDE: Experience of nutrient service

Personal Quality: Able to work with others

Able to work under force per unit area

Personal Fortune: Flexible to work more if necessary

Duties: Preparation of nutrient service countries

Service of clients

Taking orders

Preparation for cleaners after last clients have

left

Depriving tabular arraies

Cognition: Licensing Torahs, processs for taking nutrient

orders, disposal of cutter, dishware, linen, etc.

DESIRABLE

Qualification: NVQ nutrient service

Experience: Previous experience at working in a eating house

CRISP ENTERPRISE CO.

JOB SPECIFICATION FOR A CHEF

JOB TITLE: Head Chef

Sexual activity: Male/Female

AGE RANGE:28-50

Necessities

Qualification

a ) Educational: No formal demands

B ) Technical: NVQ Food Prep. , City and Guilds of London

706/1/2 or formal apprenticeship

Experience TO INCLUDE: Experience to all corners

Experience to command a brigade of non less than five

Recent experience of good quality service ( up to 100 screens a twenty-four hours )

Personal Quality: Able to command assorted staff of English,

Continental, and Asiatic nationalities

Stable employment record

Above norm intelligence

Personal Fortune: Flexible to work more if necessary

Will hold to populate out

DESIRABLE

Qualification: HCTC on occupation trainer

Experience: Large-scale feasting

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