The Quality Policy of Kouzon Corporation supports our Mission Statement:
- Promote a quality-in-all-we-do philosophy with a total company effort and commitment to continuous improvement.
Kouzon Corporation is committed to QUALITY, ON-TIME DELIVERY,and will:
- Provide services which meet or exceed customer needs and expectations:
- Manufacture products which meet customer specifications.
- Strive to meet customer’s target values.
- Monitor customer satisfaction.
- Deliver on-time.
- Ship on the date required by the customer.
- Monitor on-time delivery performance.
- Reduce all costs to the lowest possible level.
- Establish Cost Reduction Programs.
- Monitor the Cost of Quality
To meet our commitment, we must:
- Foster a team approach to defect prevention and problem-solving.
- Emphasize appropriate training for all employees.
- Recognize each employee’s responsibility for quality.
- Empower employees to question processes which appear to produce discrepancies.
- Treat fellow employees as both customers and suppliers.
- Acknowledge employee’s self-improvements and contributions to the company.
- Maintain the Quality Department as a partner with Purchasing.
- Exchange expertise with Partners.
- Use only Selected, Approved, Preferred or Certified partners.
- Elicit written corrective actions from partners.
- Keep the Quality Department independent of, but a partner with other departments.
- Seek out technologies for assuring error-free work.
- Continue to implement statistical approaches to reduce variation.
- Draw on customer’s expertise in various areas.
- Strive for a complete understanding of our customers’ application requirements.
- Provide customers with written corrective actions.
- Earn customer recognition of our quality progress.
- Develop and achieve Quality Improvement Goals.
- Practice good hospitality manners .
- Never compromise safety and quality
- Review and renew this Quality Policy on a regular basis
Context
Kouzon Corporation is committed to ensuring a thorough and fair approach to the recruitment, selection,and induction of staff. This applies for all applicants who would like to find job with Kouzon Corporation.
This commitment is founded on the following principles:
Kouzon recognizes that to meet its strategic objectives, it must recruit the most appropriate staff
Kouzon believes in the importance of, and actively seeks to ensure, equality of opportunity in employment practice, including recruitment and selection as an organization responsible for overseeing quality, Kouzon aspires to demonstrate a high standard of professionalism in the recruitment and selection of staff for the Hospitality industry .
Kouzon is committed to providing a systematic and effective induction for all new applicants who apply in one of our Offices in Europe
The policy
Kouzon is committed to ensuring that:
- the most suitable person is appointed to each vacancy
- objective selection criteria are defined for all vacancies
- selection methods are appropriate to the requirements of a post a
- Human Resources (HR) representative will be involved directly or indirectly in all stages of the process and provide advice on good practice and legislation as necessary
- indirect involvement of an HR representative will be through the monitoring of decision making at short-listing and selection stages to ensure that decisions are evidenced
colleagues involved in making appointments are appropriately skilled and trained
equal opportunities monitoring of recruitment will be carried out and the results analyzed
with regard to future recruitment exercises
- newly appointed staff reach full effectiveness in their role as quickly as possible
new colleagues feel motivated, identify themselves with Kouzon and take responsibility
and ownership for their work.
1 Introduction
1.1 These guidance notes set out to ensure that Kouzon is able to appoint the most suitable person for each open position for cruise Ship employment.
1.2 t is the responsibility of each person involved in the recruitment and selection process to follow these guidelines and seek further advice, if necessary, from HR.
1.3 Internal applicants will be assessed in the same way as external candidates.
1.4 A flow chart for recruitment is at Annexe A.
2 Ensuring equality of opportunity
2.1 All HR Recruiters will have received training in interviewing and selection techniques which will include equality legislation and good practice. Other staff involved in selection, for example, to assess a presentation, will receive appropriate training or briefing.
3 Establishing requirements
3.1 Identification of resourcing need.
3.1.1 When a vacancy occurs, the HR Recruiter should take the opportunity to review current open position and arrangements. Various options may be considered. These include: reviewing the duties and responsibilities; delaying recruitment; not filling the post; or seeking a temporary replacement.
3.1.2 Proposals must be authorized accordance with the Kouzon approval form before action is taken to recruit new candidates
3.2 Establishing the nature of the vacancy.
3.2.1 Once a vacancy or a new post has been authorized, HR will liaise with the line manager, and where appropriate, the Director or current post holder to analyze and agree to the nature of the role. The line manager will draft or update the job description in consultation with HR. The job description is an outline of the main duties and responsibilities of the post. A job description will be clear, concisely written, up to date and accurate. It will relate to the actual requirements of the job. There is a standard format for the job description which incorporates the person specification.
The HR Recruiter with assistance from HR Manager will draft the Further Particulars relating to the job. This gives more information about the role, the group,and details of the team with which the successful candidate will be working.
3.1.2 The grade of a new post will be determined by job evaluation or by mapping against comparative posts where appropriate and as advised by the HRManager ..
4 Selection criteria
4.1 The selection criteria must be objective and derived from the duties listed in the job description. The selection criteria are recorded in the person specification. The criteria must be measurable and open to assessment, either through the selection method(s), or by questioning the candidate at the interview, about their experience and how they would approach a given situation.
4.2 The selection criteria are used to inform decision making at all stages of the recruitment and selection process:
to write the job advertisement
to provide the basis for candidates
to determine selection methods, tests and interview questions
to evaluate each of the candidates, and hence select the person who is most suitable for the job to provide feedback to candidates and identify development needs for the successful candidate.
4.3 The person specification sets out the selection criteria which are the skills; abilities; experience; knowledge; qualifications; and training required for a person to be able to carry out the duties in the job description. Selection criteria should not be at a higher level than that actually needed to do the job, as this may result in unlawful discrimination by excluding potential candidates who are able to do the job. Unlawful indirect discrimination can occur when a criterion is applied which, intentionally or not, has a disproportionally adverse effect on certain groups. Desirable criteria, if used, are not a pre-requisite for the job, but may assist in deciding between candidates where more than one fully meets the essential criteria.
4.4 The person specification will normally indicate whether selection criteria will be measured by the application form, interview or test, or a combination of these.
5 Practical arrangements
5.1 Deciding who will be involved in the process.
5.1.2 The HR manager will give careful consideration as to who should be involved in the process.
5.1.3 HR will determine on a case by case basis whether or not an HR representative should be directly involved in all or some of the stages of the recruitment process. HR Manager will always participate in an interview when internal candidates have been shortlisted.
5.2 Agreeng which selection methods will be used.
5.2.3 Care should be taken to ensure that the selection methods chosen are as reliable and valid as possible. This means that they should:
- operate consistently for all candidates
- minimize the possibility of bias or unfair advantage
- assess candidates’ suitability for the role, either by gathering direct evidence of skills, knowledge or experience (for example, a work sample test) or indirectly through questioning.
5.3 Administrative arrangements
5.3.2 HR is responsible for the following arrangements:
- sending out information packs and invitations to interview to candidates
scheduling the interviews or selection procedures, booking rooms etc
- making offers of employment
- taking up references
- preparing employment contracts info
- monitoring equal opportunities data.
5.3.3 The HR manager is responsible for the following arrangements:
- informing unsuccessful candidates
- providing feedback
5.3.4 Prompt processing of applications is good practice and presents a positive image. Candidates will be notified if unforeseen circumstances arise that will delay the processing of applications. The dates for the selection process will normally be given in the advert and job details. The HR manager may wish to offer an informal discussion with candidates, and if so, this will be communicated to all applicants.
6 Advertising
6.1 It is important to ensure that advertising reaches a wide range of potential applicants, encompassing a diversity of backgrounds and experience.
6.2 The HR manager will draft an advert with support from HR Department. Where suitable, the HR manager will do a podcast interview about the job which will be posted on the website.
6.3 All advertised vacancies will be advertised via Internet. All vacancies will be advertised on the Kouzon Corporation website.
The internet including relevant websites such as jobs.com.mk and social media tools like LinkedIn and Twitter
local press
national press
HE press
specialist/professional journals
6.4 The HR manager should discuss with HR Recruiters, if a resident labor market test is required because they wish to recruit candidates from outside the settled workforce. To do this, the post will need to be advertised on the jobcentre plus website for a total of 28 days.
6.5 It is good practice to advertise jobs to reach the widest possible audience. This will ensure that the pool of candidates is the best possible and opportunities to apply for jobs with Kouzon Corporation are available to people from all sections of the community. However, in exceptional circumstances, jobs may be advertised internally only in one Country. An example might be where a recent external advertisement had yielded a poor response and it is anticipated that there may be suitable candidates.
6.6 Posts will normally be advertised at the best range websites.
7 Receiving and processing applications
7.1 All applications are treated as confidential and should only be circulated to those individuals involved in the recruitment and selection process. Applications must be dealt with in accordance with the Data Protection Act from 2008
7.2 On receiving an application, HR will assign a number to each candidate and detach the Equal Opportunities Monitoring form.
8 Shortlisting
8.1 Shortlisting should be carried out as soon as possible after the closing date for receipt of applications. Ideally, it will be carried out by all panel members, but if that is not practical, at least two members of the panel will shortlist.
8.2 Shortlisting is based on the application form, measured against the person specification.
8.3 Shortlisting will be carried out using the shortlisting form to ensure consistency, inform decision making and assist with feedback to candidates. Each HR Recruiter who is involved in shortlisting should record their assessment of each candidate using the shortlisting form.
8.4 A candidate’s disability must not be a reason for exclusion from a shortlist. If the candidate meets the essential requirements of the role, they will be invited to
9 Selection methods
9.1 Planning
9.1.2 All candidates should be allocated the same amount of time for their interview, and this should normally be for at least 20 minutes, with additional time if the individual is to give a presentation or undertake a test. All interviews should be held on the same day. If this is not possible, then the interviews should be held over as short a period of days as possible, preferably two consecutive days. All candidates should be seen and considered by the same interview panel. When recruiting to jobs at grade D and above a second interview may be held following shortlisting at the first stage.
9.1.3. HR Manager will review the interview questions to ensure that they are fair and that they will elicit evidence against the selection criteria outlined in the person specification. HR Manager will produce the agreed list of questions.
9.1.4 The interviewers will prepare for the interviews by carefully studying the application forms, CV ’s the job description and the person specification.
9.2 Selection tests and exercises.
9.2.2 The decision-making process can usually be improved by seeking evidence of the candidates’ skills and abilities. This can be obtained by the inclusion of exercises and tests designed to gather information about the ability of candidates to carry out the duties of the position appliedfor .
9.2.4 The assessment for the senior position will test a range of skills, knowledge,and abilities.
9.3 The interview itself.
9.3.2 HR Recruiters will record their views on the performance of each candidate to inform the decision making and assist with feedback to candidates. All HR Recruiters are responsible for taking the formal record of the interview. HR Manager will collect all the interview notes.
9.3.3 To get the best out of candidates, the interviewing panel should try to make the candidates feel at ease by creating a relaxed atmosphere. The interview should allow for the candidates to assess their own suitability for the position to applied for .
9.3.4 To ensure fair treatment, comparable questions must be asked of all candidates. However, it is important to probe and ask to follow up questions, depending on the candidates’ response and without asking leading questions.
10 References
10.1 The purpose of taking up references is to check the candidate’s employment history, experience and to assess the candidate’s suitability for the position. References are requested for all candidates before interview unless permission has been refused.
10.2 References are requested using a standard form. At least one satisfactory reference will normally be obtained before a prescreening interview.
11 Job offers
11.1 HR Recruiter will make the formal job offer to the successful candidate, usually in the first instance by telephone. Before this the starting salary to be offered must be agreed with the line manager and/or Director, and whether there is any scope for negotiation.
11.2 HR will always follow up verbal job offers in writing. All offers will be subject to verification of qualifications and experience and the receipt of references that are acceptable to Kouzon.
12 Feedback to candidates
12.1 Applicants will be offered feedback by the HR manager of the post or HR. Candidates may also ask for feedback, and this should generally be given by the HR manager.
13 Complaints
13.1 Should a candidate have a complaint about the recruitment process which cannot be resolved informally; the grievance procedure should be used. Candidates should write to the Head of Kouzon Corporation detailing their complaint. The Head of Kouzon Corporation will investigate and reply in writing within four weeks.