Recruitment and Selection

Recruitment and Selection

1. Job Analysis

   • Definition
     • Armstrong (1999: 190) defines job analysis as ‘the process of collecting, analysing and setting out information about the contents of jobs in order to provide the basis for a job description and data for recruitment, training, job evaluation and perform- ance management’
   • Purpose
     • • Recruitment and Selection: Job Analysis helps in determining what kind of person is required to perform a particular job. It points out the educational qualifications, level of experience and technical, physical, emotional and personal skills required to carry out a job in desired fashion. The objective is to fit a right person at a right place.
       • Performance Analysis: Job analysis is done to check if goals and objectives of a particular job are met or not. It helps in deciding the performance standards, evaluation criteria and individual’s output. On this basis, the overall performance of an employee is measured and he or she is appraised accordingly.
       • Training and Development: Job Analysis can be used to assess the training and development needs of employees. The difference between the expected and actual output determines the level of training that need to be imparted to employees. It also helps in deciding the training content, tools and equipments to be used to conduct training and methods of training.
       • Compensation Management: Of course, job analysis plays a vital role in deciding the pay packages and extra perks and benefits and fixed and variable incentives of employees. After all, the pay package depends on the position, job title and duties and responsibilities involved in a job. The process guides HR managers in deciding the worth of an employee for a particular job opening.
       • Job Designing and Redesigning: The main purpose of job analysis is to streamline the human efforts and get the best possible output. It helps in designing, redesigning, enriching, evaluating and also cutting back and adding the extra responsibilities in a particular job. This is done to enhance the employee satisfaction while increasing the human output.
   • Process
   • Job Description and Specification
   • Job Enlargement and Enrichment
     • Job Enrichment involves combining various existing and new tasks into one large module of work. Job Enrichment found out decreased levels of absenteeism among the employees, reduced employee turnover and a manifold increase in job satisfaction. There are certain cases however where job enrichment can lead to a decrease in productivity, especially when the employees have not been trained properly.
     • Job Enlargement is a horizontal restructuring method that aims at increase in the workforce flexibility and at the same time reducing monotony that may creep up over a period of time. Benefits of Job Enlargement are: reducing monotony, increasing work flexibility and no skills training required.

2. Recruitment

   • Definition
     • Recruitment is defined by Heery and Noon (2001: 298) as ‘the process of generat ing a pool of candidates from which to select the appropriate person to fill a job vacancy’. In essence, in the recruitment process organizations are seeking to attract and retain the interest of suitable candidates, whilst at the same time also seeking to portray a positive image to potential applicants.
   • Process
   • Factors afecting Recruitment
   • Sources of Recruitment
   • Methods of Recruitment

3. Selection

   • Definition
     • As Heery and Noon (2001: 320) note selection is, ‘the process of assessing job applicants using one of a variety of methods with the purpose of finding the most suitable person for the organization’.
   • Process

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