We are now focusing on analyzing our staffing needs to start advertising the positions we want to offer. This may sound pretty simple but we need to create the foundations for a solid human resources structure that attracts great talents to Cuca.
We have started by drafting our organization chart in which we establish departments (culinary, marketing, etc.) and levels and classes within each of them to make clear the reporting line and the respective compensation packages.
The second step was to identify the stages for the hiring process. For example, we will first need someone who works closely with Kevin to test and study his recipes. We will then need a core team to be trained under Cuca’s values, products and services that later will be able to train the rest of the staff. The size of consecutive teams will depend on our sales forecast for each period and increase as our business does.
Another task is then to describe each position and define its respective job scope and remuneration. Finally we will also have to compile this plus other relevant information into an Employee Handbook that will work as a reference tool for all our staff.
The greatest challenge for us now is to design packages that are attractive enough to appeal to great employees (Cuca bets for on its people) and at the same time try to keep costs low as we are obviously working only with sales projections and not actual revenue. It is also difficult to decide the exact number of staff for each stage: we may be busier at the beginning with guests who want to try out Cuca and thus we would need to be ready for high numbers or we may be less busy until we get better known.
Well, at this stage we are getting used to face option after option. We are learning to overcome uncertainties by trusting our knowledge and experience and to move forward despite the obvious fear of making mistakes. What a journey…