PROCEDURES AND PROCESSES INVOLVED IN:

1
PROCEDURES AND PROCESSES INVOLVED IN
OUTCOME 3

• RECRUITING
• DEVELOPING
• SUPPORTING
• STAFF

2
RECRUITMENT AND SELECTION

• All organisations experience turnover expected
  (retirements) or unexpected (resignations)
  which creates a vacancy.
• If a vacancy needs to be filled the Human
  Resources department of an organisation will
  follow recruitment and selection procedures

3

• Recruitment the process of attracting people to
  apply for a job (job applicants)

Selection the process of sorting and selecting
a suitable employee from the applicants
4
The Recruitment Process

• Carry out a Job Analysis
• Prepare a Job Description/Person Specification
• Advertise the vacancy

5
The Selection Process

• Deal with application forms/CVs/letters
• Interview/test candidates
• Select successful candidate

6
Job Analysis
RECRUITMENT

• Each time a vacancy needs to be filled the
  business must analyse whether the job has changed
  and what it involves. This includes
• Tasks to be completed
• Knowledge and skills needed
• Inter-personal skills required
• From this information a Job Description and
  Person Specification can be prepared

7
Job Description
RECRUITMENT

• This is a description of what the job involves.
• It includes

Job Title Responsible to/for
Location/Department Internal and external relationships
Purpose of the Job Main Duties
Position Working Conditions (hours, holidays)
By law new post holders must be given a written
copy of the job description within first 8 weeks
of employment
8
Person Specification
RECRUITMENT

• This describes the type of person who will meet
  the requirements of the Job Description. This
  includes
• Physical characteristics
• Achievements of the individual
• Knowledge and skills of the individual
• Personal attributes
• These requirements will either be essential or
  desirable
• How do we inform potential applicants of the
  vacancy?

9
Advertising the Vacancy
RECRUITMENT

• Internal advertising - less costly than external
  advertising and can motivate existing employees
• External advertising - costly but brings in new
  blood
• Direct recruitment head-hunting the
  organisation will directly invite someone to
  apply for the job
• Recruitment agency costly but saves time and
  provides expertise

10
RECRUITMENT

• The success of the recruitment process in
  attracting the right kind of applicant and in
  sufficient numbers will depend on
• providing accurate and essential information
• targeting the right groups of people
• Selection can now begin it is important the the
  right person is found for the job

11
The Selection Process
SELECTION

• At the end of the recruitment process, applicants
  will have forwarded their details in the format
  they were asked to apply in
• The two main forms are
• Application forms
• Curriculum Vitae (CV)

12
Application Forms
SELECTION

• This is a printed form that applicants complete
  to apply for a job
• All forms contain sections for

Personal Details Education
Qualifications Employment history
Hobbies/Interests References
13
Advantages/Disadvantages of Application Forms

• Advantages
• Easy to use and match against job criteria
• Can be designed to ensure all relevant
  information is asked for
• Selectors see candidates powers of written
  expression

• Disadvantages
• Doesnt give a real feel for the person
• Not always accurate, candidate can lie, leave
  things out
• Could be completed by someone else

14
Curriculum Vitae (CV)

• A CV can be used instead of an application form
• This is a summary of all your achievements and
  qualifications
• It also contains sections on

Personal Details Education
Qualifications Employment history
Hobbies/Interests References
15
Advantages/Disadvantages of Curriculum Vitae

• Disadvantages
• Not always accurate - candidate can lie, leave
  things out
• Could be completed or tidied up by someone else

• Advantages
• Can provide a good personal overview of the
  applicant
• Selectors can assess candidates writing skills

16
Selection Tests

• There are a number of different tests which can
  be used to assess a candidates suitability
• Great care must be taken to ensure they are
  appropriate, valid and reliable in their results

17
Types of Selection Tests

• Practical Tests check actual competency in
  skills needed for the job
• Medical Tests check to see if healthy, fit or
  strong enough for job
• Aptitude Tests tests the ability to learn or
  adapt if there are new skills to be developed in
  the job
• Personality Tests looks at behaviour or
  attitudes and indicate whether a person is
  suitable for the job

18
Advantages/Disadvantages of Selection Tests

• Advantages
• Can check the validity of candidates skills
• Can give comparison of skill level between
  candidates
• Gives an all-round picture of candidates

• Disadvantages
• Candidates may perform poorly due to nerves
• If not well designed, can discriminate against
  some candidates
• Personality tests may be unreliable if not
  administered by trained personnel

19
Psychometric Tests

• These take the form of questionnaires and are
  aimed at assessing aptitudes and personality.
• These tests are accredited by the British
  Psychological Society and must be administered by
  trained personnel
• They have an extremely high rate of validity and
  reliability as selection methods.

20
Interviews

• The most common form of selection
• The candidates are asked a series of questions
• There responses are examined to see who is the
  most suitable candidate
• They can be very unreliable if not carried out
  properly

21
Advantages/Disadvantages of Interviews

• Advantages
• Opportunity of meeting candidates face to face
• Opportunity to probe further points of interest
  on application form
• Opportunity to ask what if? scenarios
• Opportunity for the applicant to ask questions

• Disadvantages
• Can be subjective decisions can be based on
  first impression
• Can be subjective -interviewers may be biased eg
  family or friend of candidate
• Other factors can impair performance of candidate
  eg poor questions, poor interviewer
• May not give equal chance to candidates if not
  all asked the same questions

22
Methods of Ensuring Interviews are Reliable

• Use trained interviewers and prepare well
• Have more than 1 person interviewing
• Structure the interview
• Design questions appropriately
• Use person specification and a scoring system to
  measure candidates against each other ensure
  same criteria is used (criterion-based
  interviewing)

23

• References are usually used as a back-up
  selection method. Jobs can be offered subject
  to references

24

• Most organisations will use a combination of
  selection techniques eg application forms
  interviews
• The use of assessment centres is growing short
  listed candidates are gathered for one or more
  days and undergo a number of selection processes
  interviews, tests, role-plays.
• These can be costly and are mainly used for
  senior management posts however they have proved
  very reliable.

25
Internal Recruitment

• This means that the job vacancy is filled by
  someone who already works for the company.