Recruitment and Selection

Process of Recruitment

• Filling A Vacancy
• A new job is available because of the expansion of the organisation - when the economy is growing, companies take advantage of that and expand their operations which may require extra employees, especially if they believe the economy to be growing for sometime.
• someone has retired
• someone has been dismissed
• internal promotions occurred - vacancy arises because previous holder has been given a better job either in same establishment or organisation.
• Some has died - some employees die during working lives; increased stressed leads to the growing of incidence of heart disease is becoming more common.
• Restructuring of the business, which means there are gaps to be filled.
• someone has left.
• Alternatives
• HR Management are under pressure to justify filling of a vacancy as it will save money if they do not and there are several alternatives:
• overtime by remaining employees
• restructuring of the work
• employing part time staff
• more use of machinery/technology

Filling The Vacancy

• Internal Candidates
• Unless a vacancy is for the lowest grade job possible, there will be internal candidates who are interested in the vacancy for promotion;
• temporary or part time who want either a secure or full time position or both.
• if they want to expand their range of work experiences - this is known as lateral career development.
• internal promotion is an important method of motivating employees and is identified by several writers as a feature of a best practice employer.
• Benefits to employers of internal appointments
• An organisation with a reputation for internal advancement will find it easier to motivate staff, whereas in organisations where internal advancement is rare, staff will be less committed to work and may be preoccupied with external job applications.
• The organisation will attract better candidates if they see there is a future carer in it.
• Many candidates will be local people
• internal candidates know the business and what will be expected of them and they can become effective in the new job very quickly.
• organisation will not need to rely on external references when choosing internal applicants
• despite their being bitterness from other employees, they may feel that there will be other opportunities in the organisation and they will get their promotion later on.

Filling The Vacancy

• Disadvantages
• the successful candidates may suffer role conflict in that they are now senior to the people with whom they worked with as equals, there may be problems for them in asserting their authority.
• a person promoted internally may be expected to pick up the new job in an unreasonably short space of time
• filling a vacancy internally leaves another vacancy to fill.

Job Descriptions

• Job Description
• It lists the main responsibilities within a job, with more and more organisations having job descriptions for every job they have. There can be many ways in drawing up a description:
• A line manager can draw up a description of what the job entails
• Existing job holder can do it
• HR Manager can interview job holder and line manager to find out what the job involves.
• these approaches show there could be some tasks missed out easily or the job holder may overemphasis the tasks that they do.
• Aim of exercise is to itemise all tasks involved in a job and try to allocate proportion of the working week to each task. Listing of tasks and its importance are important for several reasons:
• Appraisals of employees - cannot be appraised if they don't know what the job involves.
• Analysing job for training needs you need to see what is required.
• Necessary when expanding the work force to know what job does what tasks in case of reallocation of tasks between jobs is required.
• Pay determination; Analysis of and comparisons between descriptions means each job can be allocated a play ray, known processes as a job evaluation.

Person Specificaion

• A person specification sets out qualities of an ideal candiate. Best known method is the 7 point plan, bassing a person specification on 7 seperate groups of characteristics:
• Phsique, health and appearence; inludes grooming, looks, voice, dress sense, hearing and eyesight as well as general health matters.
• attainments; ncludes qualifactions like GCSE, A Levels, degrees, job experince and vocational qualifications..
• General Intelligence; Estimated by IQ tests and by assessment of general reasoning ability.
• Special aptitudes; Skills with words, numbers, musical instruments, artistic technique and mechical equipent.
• Intrests; intellectual or practicaial or social.
• Disposition; Assesents of a persons acceptabiliy by other people., leadership qualities, persons emotion stability and self-reliance.
• Circumstances; Factors such s age, wheathersingle or married.

Recruiting External Applicants

• Advantages
• Wider range of people to choose from
• Newcomers will bring new ideas
• Newcomers are not associated with old policies of the organisation - it is always a good idea to bring in people from outside if a change in organisational culture is planned.
• Newcomers are likely to be more mobile than existing staff an in a multi-site business this can be very useful
• Newcomers may bring skills and management techniques from former employers which organisation might also adopt.
• Disadvantages
• Far more expensive than internal recruitment
• Takes time for newcomer to get used to his or her new employer and therefore the newcomer will not be performing effectively for the initial period.
• People who move between jobs have a better idea of their market values than those who stay in the same organisation for a long time an they make the best use they can of this by threatening to leave unless they get high pay rises or rapid promotion.
• Employers have to rely heavily on references of other emplouers and these can be quite unrelable as they are often kept simply to get rid of them.

Recruiting External Applicants

• Sources
• School Careers Service - Provide school leavers with a wider rage of jobs such as trainee ships that may be government funded.
• Job Centers- Provide a wide range of jobs but chiefly semi-skilled, unskilled and clerical workers.
• University Career Services - Provide graduates and postgraduates with relevant jobs to their degrees.
• Employment Agencies - Find applications in virtually all areas of work, busiest areas are clerical, secretarial and unskilled manual agencies. They also employ their own staff and hire them to organisations on a daily ir weekly fee basis - mainly for short term, unskilled manual and basic clerical work.
• Recruitment Cosultants and Executive Search Agencies - Head hunters for people to fill senior management and professional jobs.

Letter of Application

• What us Is?
• A handwritten or word procssedd letter asking for the job, explaining why they are suitable and strcutred in any way seen as appropriate. If it is badly structured, poorly expressed and has spelling mistakes, indicats applicant isn't suitable for admin jobs but may be stronger as other suitable jobs. HR may have to read hundreds of application and writers may want to bear in mind the following:
• Keeping the letter brief - hand write it, unless it is hard to write.
• Check grammar, punctuation and spelling.
• Structure in paragraphs - P1 = How the jonb was found and why they are applying, P2 = Give basic details of applicant, P3 = Reasons why they want the job and why they want to work for that organisation, P4 = Will say when avaliable for interview at most times.
• Disadvantages
• Appiicant taught to write letters well at school or college will stand out even though their other qualities might not be so good.
• Letter writers may miss out information which is important and may concentrate on factors which they think may them look etter - the only way to look around this is to ask for applicants to provide a CV

Curriculum Vitae

• A CV is a formal description of the applicant life and achievements, normally acomony a letter of application as an alternative to the application form when the advert asks for it in writing.
• Specialists agencies are able to prepare CVs for people in a professional manner and having an access to a computer provides no diffculty to producing a well presented CV.
• Often CV can include the following:
• Name and address
• Phone numbers
• Email address
• Date of Birth
• Education and Qualifications
• Training - where appropriate
• Employment history in chronological order

Application Forms

• Benefits to Employers
• Form will become a successful parts of applicant will become a useful part of their initial personnel records.
• Organisation keeps all forms for shortlisted candidates for vacancy and draw on them if another vacancy occurs.
• Forms act as a framework for interviewer to use should the aplicant get shortlisted - they are able to guery gaps in employment records or ask about poor results in exams.
• A much more common use method of selection, as consultants devote hours to designing and creating better forms which extract even more accurate information from people.
• Typical forms ask for work experience, non work interests, names of references, next of kin, education, training, qualifications and addresses.

Interviewing

Use of Tests

• Psychometric Testing
• They assess intelligence and personality of applicants and are much more sophisticated than aptitude tests and employers must have properly trained staff to analyse the tests results properly. These tests are particularly valuable when assessing intelligence, interest for the job applied for, motivation and personality. Producers of such tests claim they are unbiased and extremely unbiased as they are supposed to be particularly good at assessment.
• Assessment Centres
• Job applicants are subjected to do a wide range of assessments over a whole day or two. They take part in group exercises, do psychometric tests, aptitude tests and traditional interviews. Using a mixture of assessment methods produces more accurate result and the applicants are given longer to prove themselves, becoming more relaxed and able to show their natural attitude.
• Recent developments means assessment exerciser are videoed and assessed and analysed by experts properly reassuring candidates their work will be assessed properly.

Employer Legal and Ethical Responsibilities

• Legal and Ethical Responsibilites