RECRUITMENT

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RECRUITMENT

• TECHNIQUES PROCESS
• ALSO
• THE RISKS OF GETTING IT WRONG

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THE MOST IMPORTANT DOCUMENTS

• THE JOB DESCRIPTION
• (RESPONSIBILITIES TASKS )
• THE PERSON SPECIFICATION
• ( EXPERIENCE,SKILLS,QUALIFICATIONS
  COMPETENCIES )
• THE JOB ADVERTISEMENT
• ( WHEN ADVERTISING )
• THE JOB PERSON SPECIFICATION

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OTHER IMPORTANT DOCUMENTS

• PRE SELECTION GUIDE
• THE JOB OFFER LETTER
• ( CONDITIONAL, OBTAIN START DATE )
• THE MAIN STATEMENT OF TSCS
• ( THE CONTRACT )
• THE REFERENCES ENQUIRY FORM
• ( SATISFACTORY RESPONSES )
• THE MEDICAL ENQUIRY FORM
• THE EMPLOYEE HANDBOOK
• ( TERMS CONDITIONS )

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THE PROCESS

• VACANCY IDENTIFICATION/AUTHORISATION
• JOB DESCRIPTION
• PERSON SPECIFICATION
• JOB ADVERTISING
• -AGENCIES
• -INTERNAL
• -ADVERTS
• PRE SELECTION
• CARE- DISCRIMINATION!!!

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PRE SELECTION( Hand Out )

• INITIAL ASSESSMENT OF SUITABILITY
• USING JOB DESCRIPTION/ADVERTISEMENT
• EXAMINE-
• SKILLS
• QUALIFICATIONS
• EXPERIENCE
• ATTITUDE, BEHAVIOURS /OR APPROACH AGAINST THOSE
  STATED AND OR DISPLAYED IN THE APPLICATION FORM
  /OR CV.

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THE INTERVIEW PREPARATION

• WHO TO INTERVIEW/PANEL?
• ARE THEY SKILLED/BRIEFED?
• CALL FOR INTERVIEW LETTER
• CONTENT SHOULD ADVISE DETAILS, WHO WILLINTERVIEW,
  WHAT IS REQUIREDTO BRING WITH THEM , TIME PLACE
• THE ROOM/SEATING
• AVOID INTERUPTIONS

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THE INTERVIEW PREPARATION

• KNOW THE JOB
• KNOW WHAT AREAS TO COVER
• DO NOT PRE-JUDGE
• CHECK OUT INFORMATION
• GAPS IN WORK HISTORY
• REASONS FOR LEAVING

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THE INTERVIEW

• DEFINITION
• THE INTERVIEW TWO-WAY COMMUNICATION.
• PRIMARY PURPOSE - INTERCHANGE OF INFORMATION SO
  THAT APPROPRIATE FUTURE COURSES OF ACTION CAN BE
  DECIDED.
• IN SELECTION IT IS TO MATCH PAST EXPERIENCE TO
  FUTURE SUCCESS

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QUESTION TYPES

• THERE ARE MANY DIFFERENT TYPES OF QUESTION
• AVOID USING ONE SORT OF QUESTION AT THE EXPENSE
  OF A BALANCED VARIETY.
• SO WHAT ARE THEY?

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OPEN QUESTIONS

• Those which start Who? What? Why? Where?
  When? or How?
• SPECIFIC QUESTIONS
• These are designed purely and simply to gain
  simple information.
• CLOSED QUESTIONS
• Those which require a simple yes or no answer.

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REBOUND QUESTIONS

• Are questions which feed directly into the
  previous answer.
• LEADING QUESTIONS
• These are the sort of questions that strongly
  invite agreement with the questioner.
• PROBING QUESTIONS
• Use these to dig deeper

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HYPOTHETICAL QUESTIONS

• How would you react to?, What would you do
  if?
• MULTIPLE QUESTIONS
• Those which ask for two or more issues to be
  covered by the same question.

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SUPPLEMENTARY QUESTIONS

• DO YOU HAVE ANY EXISTING HOLIDAY COMMITMENTS?
  YES/NO
• WHEN APPLICABLE
• DRIVING LICENSE- CLEAN? YES/NO
• IF NOT HOW MANY POINTS? NO ..
• AGREE TO PROVIDE SIGHT OF THE ORIGINAL
  YES/NO

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THE INTERVIEWER MUST

• LISTEN ACTIVELY
• TAKE NOTES
• SUMMARISE REGULARLY
• CLARIFY POINTS WHERE NECESSARY
• CONTROL THE INTERVIEW, STEERING IT TO A CONCLUSION

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SUPPLEMENTARY QUESTIONS

• WHEN OR WHERE RELEVANT THE FOLLOWING SHOULD BE
  ASKED
• HOW WOULD YOU DESCRIBE YOUR ATTENDANCE RECORD IN
  YOUR LAST/CURRENT EMPLOYMENT?
• HOW MANY DAYS OF ABSENCE HAVE YOU HAD?
  NO.
• STATE RELEVANT TERMS CONDITIONS/EMPLOYEE
  HANDBOOK
• WHAT ASPECTS OF THESE ISSUES WOULD YOU LIKE TO
  HAVE CLARIFIED FURTHER?
• DO YOU ACCEPT THESE AND ARE YOU COMFORTABLE WITH
  THEM?
  YES/NO

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SUPPLEMENTARY QUESTIONS ( Contd )

• When would you be available to commence? ( if
  successful )
• What is your current notice period? 1week/1mont
  h/3months
• How flexible is that?
• Is it possible to be negotiable?
• CONFIRM TIMESCALES GOING FORWARD
• ADVISE HOW WE WILL COMMUNICATE DECISION (direct
  or through agency if used)
• THANK THEM FOR THEIR CONTRIBUTION
• DO NOT INDICATE/HINT AT WHETHER THEY HAVE BEEN
  SUCCESFUL UNLESS WE ARE OFFERING THE JOB THERE
  AND THEN.

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ACTION CHECKLIST

• Review your present interview procedures
• Decide the criteria against which candidates will
  be assessed
• Plan an interview structure and brief any
  interviewers of the process
• Keep interview notes
• Ensure that equal opportunities best practice
  guidelines are followed
• Take time to consider the applicants following
  the interview, and consider whether second-round
  interviews will be needed

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SUMMARY

• Try to establish a professional and even handed,
  fair and reasonable approach to our image as an
  employer.
• Aiming to create the image and the reality that
  it is hard to get a job.
• Good future employees want to work for an
  employer that sets high standards and is known
  for them.
• The image at recruitment time/interview is the
  time to portray that and the correspondence sent
  before any interview.

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GOOD LUCK

• RECRUITING IS PROBABLY THE MOST POTENTIALLY
  EXPENSIVE DECISION YOU CAN BE INVOLVED IN
• TAKE DECISIONS FROM A WELL INFORMED BASE