Recruitment
Recruitment and Selection
It is important to a company that it appoints the right people to do the job. Recruitment takes place in three stages:
In order to define the capabilities of the position, it is important to start with a job analysis. Some features of a job analysis include: (1) the overall purpose of the job; (2) the tasks that the place holder has to fulfill; (3) to whom the place holder will be accountable; (4) how performance will be assessed; (5) what competences, that is, skills and knowledge, the place holder requires; (6) what responsibilities the place holder will have; (7) where the place holder will fit into the organization as a whole; (8) what will motivate the place holder; (9) what training the place holder will need.
Once the job analysis is complete, this leads to a job description. A job description is a document that makes a statement of the purpose, duties and responsibilities of the job, and may include the following: (1) job title; (2) the purpose of the job; (3) a statement of to whom the postholder is responsible; (4) what the postholder’s authority is; (5) what resources the postholder may have access to; (6) targets for the postholder, means by which the performance of the postholder will be assessed; (7) any other special circumstances that are related to the job.
Job descriptions provide useful information for the recruitment of candidates to the vacant post. Thereafter, they may provide the basis for evaluation and appraisal of the postholder’s performance.
However, job descriptions can also become over-rigid. If the demands of the job are constantly changing, then the job description can prevent innovation and change. It can impose a need to renegotiate a contract.
The organization that is recruiting may also decide that it wishes to draw up a person specification. A person specification is a description of the “ideal” person to fit the post and join the organization. Various characteristics may be identified, such as knowledge, intelligences, skills, experience, qualifications, age, physical characteristics and personality.
Many organisations base their person specifications either on the Rodger`s Seven Point plan of Munro-Fraser`s Five Fold grading system. (See below)
- Definition: the requirements of the organization are defined.
- Recruitment: the position is advertised and applicants are attracted to fill it.
- Selection: a candidate is chosen from the applicants.
In order to define the capabilities of the position, it is important to start with a job analysis. Some features of a job analysis include: (1) the overall purpose of the job; (2) the tasks that the place holder has to fulfill; (3) to whom the place holder will be accountable; (4) how performance will be assessed; (5) what competences, that is, skills and knowledge, the place holder requires; (6) what responsibilities the place holder will have; (7) where the place holder will fit into the organization as a whole; (8) what will motivate the place holder; (9) what training the place holder will need.
Once the job analysis is complete, this leads to a job description. A job description is a document that makes a statement of the purpose, duties and responsibilities of the job, and may include the following: (1) job title; (2) the purpose of the job; (3) a statement of to whom the postholder is responsible; (4) what the postholder’s authority is; (5) what resources the postholder may have access to; (6) targets for the postholder, means by which the performance of the postholder will be assessed; (7) any other special circumstances that are related to the job.
Job descriptions provide useful information for the recruitment of candidates to the vacant post. Thereafter, they may provide the basis for evaluation and appraisal of the postholder’s performance.
However, job descriptions can also become over-rigid. If the demands of the job are constantly changing, then the job description can prevent innovation and change. It can impose a need to renegotiate a contract.
The organization that is recruiting may also decide that it wishes to draw up a person specification. A person specification is a description of the “ideal” person to fit the post and join the organization. Various characteristics may be identified, such as knowledge, intelligences, skills, experience, qualifications, age, physical characteristics and personality.
Many organisations base their person specifications either on the Rodger`s Seven Point plan of Munro-Fraser`s Five Fold grading system. (See below)
Rodger`s Seven Point Plan
- Physical make up – health, physique, appearance, bearing, speech, manner
- Attainments – education, qualifications, experience
- General intelligence
- Special aptitudes – mechanical, manual dexterity, facility in the use of words and numbers
- Interests – intellectual, practical, physical, artistic, social
- Disposition- acceptability, influence over others, steadiness, dependability, self-reliance.
- Circumstances – domestic, family.
Munro-Fraser`s Five-Fold grading system
- Impact on others – physical make-up, appearance, bearing, speech, manner.
- Acquired qualifications – education, training, work experience
- Innate abilities – natural quickness of comprehension, aptitude for learning
- Motivation – the kind of goals set by the individual, consistency, determination.
- Adjustment –emotional stability, ability to withstand stress, ability to get on with people.
Recruitment
The purpose of this stage is to attract suitable applicants. The main sources of candidates are:
In recruitment and selection process it is important to take account of various pieces of legislation referred to earlier. The 1970 Equal Pay Act obliges employers to offer equal pay to men and women undertaking the same work. The 1976 Sex Discrimination Act and the 1976 Race Relations Act prohibit discrimination on grounds of gender or race. The 1984 Data Protection Act compels the registration of computer-based records. In addition, the Employment Protection Act gives employees various statutory rights.
- Internal
- External advertisement
- Private employment agencies
- Job centres
- Education and training establishments
- Unsolicited letters and calls.
In recruitment and selection process it is important to take account of various pieces of legislation referred to earlier. The 1970 Equal Pay Act obliges employers to offer equal pay to men and women undertaking the same work. The 1976 Sex Discrimination Act and the 1976 Race Relations Act prohibit discrimination on grounds of gender or race. The 1984 Data Protection Act compels the registration of computer-based records. In addition, the Employment Protection Act gives employees various statutory rights.
Selection
Having attracted a number of applicants for the post, it is now necessary to select the most appropriate candidate. Written applications will usually provide the necessary information for short-listing suitable candidates but actual selection is based on a combination of interview, performance in a specified task (such as giving a presentation) and one or more psychometric tests.
When a successful candidate is selected he or she is offered a contract of employment.
When a successful candidate is selected he or she is offered a contract of employment.