Use weighted scoring combining shift leadership assessment, operational competency, and cultural fit whilst considering long-term potential and team dynamics. Review trial performance, reference feedback, and consistency across all evaluation criteria.
Common misunderstanding: Relying on gut feelings for decisions.
Many managers make hiring decisions based on whether they "like" a candidate rather than using clear criteria. Personal feelings can lead to poor choices and unfair treatment.
Let's say you are a duty manager who instantly likes a charming candidate who reminds you of a friend. You ignore their lack of leadership experience and poor references because they seem "nice." Later, they struggle to manage conflicts and make important decisions during busy service periods.
Common misunderstanding: Judging people too quickly.
Some managers decide within the first few minutes whether they want to hire someone. They don't properly assess skills, experience, or how well the person fits with the team.
Let's say you are a duty manager who forms strong opinions based on appearance, accent, or confidence level. You might miss excellent candidates who are nervous in interviews but have great management skills, or hire confident people who lack substance.
Prioritise calm crisis management, natural leadership presence, and guest service commitment whilst assessing operational reliability and team compatibility. Consider growth potential, availability alignment, and demonstrated problem-solving capability.
Common misunderstanding: Focusing on the wrong qualities.
Some managers get distracted by factors that don't actually matter for duty management success. They might prioritise appearance, education, or personal interests over essential management skills.
Let's say you are a duty manager who chooses candidates based on their university degree or smart appearance rather than their ability to handle pressure, lead teams, or solve problems quickly. These candidates might look professional but fail when dealing with real restaurant crises.
Common misunderstanding: Not considering future development.
Many managers only think about immediate needs and don't consider whether candidates can grow and develop in the role. This leads to hiring people who quickly reach their limits.
Let's say you are a duty manager who only looks at current skills and experience. You hire someone who can do the basic tasks now but has no interest in learning new systems, developing their leadership skills, or taking on greater responsibilities as your restaurant grows.
Compare specific competency scores, practical trial outcomes, and cultural alignment evidence whilst considering unique strengths and development areas. Use objective criteria to differentiate between candidates with similar overall performance.
Common misunderstanding: Making unfair comparisons between candidates.
Some managers compare candidates in their heads without using clear criteria. This makes it hard to be fair and objective when choosing between good candidates.
Let's say you are a duty manager comparing three candidates. You remember different details about each person and focus on different aspects of their interviews. Without systematic scoring, you might favour the most recent candidate or the one who stood out for non-job-related reasons.
Common misunderstanding: Thinking detailed evaluation takes too much time.
Many managers want to make quick decisions and see detailed candidate comparison as unnecessary paperwork. But rushing the selection process often leads to expensive hiring mistakes.
Let's say you are a duty manager who hires the first "good enough" candidate to fill the position quickly. You don't properly compare their skills against other candidates or check references thoroughly. This person turns out to be unsuitable, and you have to restart the hiring process within a few months.