Recruitment and Selection Assignment Help

Recruitment and Selection Overview
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LO1 - Be able to use recruitment, selection
and retention procedures
LO2 - Understand the styles and impact of
leadership
LO3 - Be able to work effectively in a team
LO4 - Be able to assess the work and
development needs of individuals
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Learning
Outcomes
Assessment criteria for pass
LO1 - Be able
to use
recruitment,
selection and
retention
procedures
1.1 prepare documentation to select
and recruit a new member of staff
1.2 assess the impact of legal,
regulatory and
ethical considerations to the
recruitment and selection process
1.3 take part in the selection process
1.4 evaluate own contribution to the
selection process

LO1 - Be able to use recruitment, selection and
retention procedures
•Legislation and requirements relating to recruitment and selection:
internal and external recruitment processes;
•selection processes including job descriptions, person specifications,
interviewing, use of CVs, assessment centres;
•diversity issues, including legal requirements and obligations and
business and ethical cases regarding diversity;
•legislation and requirements relating to employment, workers’
welfare and rights, health and safety, retention, succession planning
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Suggested ReadingSuggested Reading
Resource DescriptionResource Description
Course text book –Course text book – BPP – Management:BPP – Management:
Leading People and ProfessionalLeading People and Professional
Development – chapters 5 to 10.Development – chapters 5 to 10.
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After you have completed the chapter you should beAfter you have completed the chapter you should be
able to:able to:
 Prepare documentation to select and recruit a newPrepare documentation to select and recruit a new
member of staffmember of staff
 Suggest suitable methods for selectionSuggest suitable methods for selection
 Assess the impact of legal, regulatory and ethicalAssess the impact of legal, regulatory and ethical
considerations to the recruitment and selectionconsiderations to the recruitment and selection
processprocess
 Take part in the selection process evaluate ownTake part in the selection process evaluate own
contribution to the selection processcontribution to the selection process Assignment help

Recruitment :
The process of attracting suitable individuals to apply for positions
in an organisation
Selection:
The process of discovering the qualifications & characteristics
of the job applicant in order to establish their likely suitability
for the job position
Select the best person for the job from the choice (field)
People think both are the same but they are not.
“The overall aim is to obtain the quality and quantity of employees
to fulfil the objectives of the organisation”
The Recruitment Process
= recruitment + selection
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Recruitment PolicyRecruitment Policy
 Recruitment needs detailed policies – not how youRecruitment needs detailed policies – not how you
feel or think on the day.feel or think on the day.
 There should be a coherent (logical and sound)There should be a coherent (logical and sound)
policy or a CODE OF CONDUCT – should cover:policy or a CODE OF CONDUCT – should cover:
 Internal and external advertisement of the vacanciesInternal and external advertisement of the vacancies
 Efficient and courteous processing of applicationsEfficient and courteous processing of applications
 Fair and accurate provision of information to potentialFair and accurate provision of information to potential
recruitsrecruits
 Selection of candidates on the basis of suitability,Selection of candidates on the basis of suitability,
without discriminationwithout discrimination..
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Recruitment CodeRecruitment Code
Produced by Institute of Personnel & DevelopmentProduced by Institute of Personnel & Development
(IPD)(IPD)
 Job Advertisements should state clearly the form of reply desired, inJob Advertisements should state clearly the form of reply desired, in
particular whether this should be a formal application form or a CV.particular whether this should be a formal application form or a CV.
If handwritten replies are required this must be stated.If handwritten replies are required this must be stated.
 Each reply should be acknowledged promptly by the employingEach reply should be acknowledged promptly by the employing
organisation or agent. If prompt reply cannot be achieved thisorganisation or agent. If prompt reply cannot be achieved this
should be made clear in the advertshould be made clear in the advert
 Applications must be informed of the process of the selectionApplications must be informed of the process of the selection
procedures, (ie group selection, aptitude tests etc., the steps that areprocedures, (ie group selection, aptitude tests etc., the steps that are
involved and the policy regarding expenses.involved and the policy regarding expenses.
 Detailed personal information (eg religion, medical history, place ofDetailed personal information (eg religion, medical history, place of
birth, family background etc) should not be called for unless it isbirth, family background etc) should not be called for unless it is
relevant to the selection process.relevant to the selection process.
 Potential employers must secure applicant’s permission beforePotential employers must secure applicant’s permission before
applying for references.applying for references.
 Applications must be treated as confidential.Applications must be treated as confidential.
 The code also recommends certain courtesies and obligation on theThe code also recommends certain courtesies and obligation on the
part of the applicants.part of the applicants.
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The Recruitment Process involves:
Advertising
the position
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Steps Of Recruitment ProcessSteps Of Recruitment Process
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The Recruitment Process involvesThe Recruitment Process involves
 Detailed human resource (HR) planning – what resources are needed.Detailed human resource (HR) planning – what resources are needed.
 Sources of labour identifiedSources of labour identified
 Job analysisJob analysis
 A job descriptionA job description
 A person specificationA person specification
 Identification of vacancies from plan or by job requisitionIdentification of vacancies from plan or by job requisition
 Preparation and publication of advertising informationPreparation and publication of advertising information
 Attract the attention and interest of potentially suitableAttract the attention and interest of potentially suitable
candidatescandidates
 Give favourable (but accurate) impression of job and organisationGive favourable (but accurate) impression of job and organisation
 Equip those interested to make attractive and relevantEquip those interested to make attractive and relevant
applicationapplication
 Recruitment merges into selection………Recruitment merges into selection……… Assignment help

Creating Equal Opportunities inCreating Equal Opportunities in
Recruitment and SelectionRecruitment and Selection
Encourage diversity and social inclusionEncourage diversity and social inclusion
(open days, ‘drop in’ recruitment, events…)(open days, ‘drop in’ recruitment, events…)
Do you know the recruitment and selectionDo you know the recruitment and selection
procedures in your organization and who isprocedures in your organization and who is
responsible for each stage?responsible for each stage?
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Job AnalysisJob Analysis
Job analysis is the process of collecting, analysingJob analysis is the process of collecting, analysing
and setting out information ...... For joband setting out information ...... For job
description, person specification, data fordescription, person specification, data for
recruitment, selection, job evaluation,recruitment, selection, job evaluation,
performance management, training etc purpose.performance management, training etc purpose.
Techniques:-Techniques:-
•Obtaining information from employeesObtaining information from employees
•ObservationObservation
•InterviewInterview
•QuestionnaireQuestionnaire
•Looking on tasks and peopleLooking on tasks and people
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Methods of Job AnalysisMethods of Job Analysis
Get basic information and other moreGet basic information and other more
subjective information through:-subjective information through:-
 InterviewingInterviewing
 ChecklistsChecklists
 QuestionnairesQuestionnaires
 ObservationObservation
 Self DescriptionSelf Description
 Diaries and LogsDiaries and Logs
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Information you might obtain from a job analysisInformation you might obtain from a job analysis
• Purpose of the jobPurpose of the job
• Content of the jobContent of the job (tasks, activities)(tasks, activities)
• AccountabilitiesAccountabilities ( the result for which you( the result for which you
are responsible)are responsible)
• Performance criteriaPerformance criteria
• ResponsibilityResponsibility
• Organisational factorsOrganisational factors (report to .., )(report to .., )
• Development factorsDevelopment factors (carrer prospects,(carrer prospects,
promotion path)promotion path)
• Environmental factorsEnvironmental factors (working(working
conditions, security, safety, equipment)conditions, security, safety, equipment)
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Job CompetencesJob Competences
 CompetencesCompetences -- the condition of being capable, athe condition of being capable, a
special range of skills, knowledge or abilities.special range of skills, knowledge or abilities.
 Key competencesKey competences - the knowledge, skills and- the knowledge, skills and
attitudes that help people gain personal fulfillment,attitudes that help people gain personal fulfillment,
employability and enable them to take part inemployability and enable them to take part in
society. These include the 'traditional' competencessociety. These include the 'traditional' competences
like mother tongue, foreign languages, basiclike mother tongue, foreign languages, basic
competences in math and science, and digitalcompetences in math and science, and digital
competence, but also the more 'transversal' onescompetence, but also the more 'transversal' ones
such as learning to learn, social and civicsuch as learning to learn, social and civic
competence, initiative taking and entrepreneurship,competence, initiative taking and entrepreneurship,
and cultural awareness and expressionand cultural awareness and expression
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Examples of Competences for ManagersExamples of Competences for Managers
Competence Area Competence
Intellectual •Strategic perspective
•Analytical judgment
•Planning & Organising
Interpersonal •Managing staff
•Persuasiveness
•Assertiveness & decisiveness
•Interpersonal sensitivity
•Oral communication
Adaptability
Results •Initiative
•Motivation to achieve
•Business sense

What is a Job Description?What is a Job Description?
Aims to set out the purpose of the job:-Aims to set out the purpose of the job:-
• Organisational –Organisational – where the job fits in thewhere the job fits in the
companies structure,companies structure,
• Recruitment –Recruitment –provides information forprovides information for
identifying the sort of person needed;identifying the sort of person needed; PersonPerson
SpecificationSpecification
• Legal –Legal – job description used for Contract ofjob description used for Contract of
employmentemployment
• Performance –Performance – objectives are stated in the jobobjectives are stated in the job
descriptiondescription
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Job DescriptionJob Description
 A job description should include theA job description should include the
following:-following:-
Purpose of the jobPurpose of the job
Content of the jobContent of the job
Performance criteriaPerformance criteria
Principle accountabilities or main tasksPrinciple accountabilities or main tasks
Report toReport to
CompetencesCompetences
Experience/education requirementsExperience/education requirements
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Group WorkGroup Work
In groups, develop a job description for VirginIn groups, develop a job description for Virgin
Atlantic cabin crew. The JD should include theAtlantic cabin crew. The JD should include the
 Purpose of the jobPurpose of the job
 Content of the jobContent of the job
 Performance criteriaPerformance criteria
 Principle accountabilities or main tasksPrinciple accountabilities or main tasks
 Report toReport to
 CompetencesCompetences
 Experience/education requirementsExperience/education requirements
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What is a Person Specification?What is a Person Specification?
 TheThe person specificationperson specification is a description of the qualifications, skills,is a description of the qualifications, skills,
experience, knowledge and other attributes (selection criteria) which aexperience, knowledge and other attributes (selection criteria) which a
candidate must possess to perform the job duties. This criteria willcandidate must possess to perform the job duties. This criteria will
include:-include:-
 EducationEducation
 QualificationsQualifications
 TrainingTraining
 ExperienceExperience
 Personal attributesPersonal attributes
 Competences ( the ability of an individual to do a job properly, a rangeCompetences ( the ability of an individual to do a job properly, a range
of skills, knowledge, behavior)of skills, knowledge, behavior)
 TheThe specificationspecification should be derived from the job description and formsshould be derived from the job description and forms
the foundation for the recruitment process.the foundation for the recruitment process.
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1.1. Physical make-up: health, physique, appearance,Physical make-up: health, physique, appearance,
bearing & speechbearing & speech
2.2. Attainments: education, qualifications, experienceAttainments: education, qualifications, experience
3.3. General intelligence: fundamental intellectual capacityGeneral intelligence: fundamental intellectual capacity
4.4. Special aptitudes: neat work, speed, accuracy,Special aptitudes: neat work, speed, accuracy,
mechanical, manual dexterity, computer literacy, etcmechanical, manual dexterity, computer literacy, etc
5.5. Interests: intellectual, practical – constructional,Interests: intellectual, practical – constructional,
physically active, social, artisticphysically active, social, artistic
6.6. Disposition: acceptability, influence over others,Disposition: acceptability, influence over others,
steadiness, dependability, self-reliance, manner:steadiness, dependability, self-reliance, manner:
friendlyfriendly
7.7. Circumstances: domestic circumstances, occupations ofCircumstances: domestic circumstances, occupations of
familyfamily
Rodger’s 7 Point PlanRodger’s 7 Point Plan
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Problems with 7 Point PlanProblems with 7 Point Plan
 Physical attributes or dispositionPhysical attributes or disposition
often culture based – is it fair tooften culture based – is it fair to
judge? (eye contact – honesty orjudge? (eye contact – honesty or
disrespect?disrespect?
 General Intelligence – how do youGeneral Intelligence – how do you
measure it accurately?measure it accurately?
 Attainment – educationalAttainment – educational
qualifications do not guarantee anqualifications do not guarantee an
efficient person; no attention is paidefficient person; no attention is paid
to the circumstances in which theseto the circumstances in which these
were obtainedwere obtained
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Munroe-Fraser’s 5 point planMunroe-Fraser’s 5 point plan
1.1. Impact on others – physicalImpact on others – physical
attributes, speech, mannerattributes, speech, manner
2.2. Acquired knowledge andAcquired knowledge and
qualificationsqualifications
3.3. Innate abilities - ability to learn,Innate abilities - ability to learn,
mental agilitymental agility
4.4. Motivation – goal setting, effort,Motivation – goal setting, effort,
enthusiasmenthusiasm
5.5. Adjustment - emotional stability,Adjustment - emotional stability,
tolerancetolerance
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Preparation of a Person SpecificationPreparation of a Person Specification
 Each feature should be specified under theEach feature should be specified under the
•EssentialEssential
•DesirableDesirable
•Contra-indicated.Contra-indicated.
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Stage 3 – Person specificationStage 3 – Person specificationStage 3 – Person specificationStage 3 – Person specification
PERSON SPECIFICATION: Customer Accounts Manager
ESSENTIAL DESIRABLE CONTRA-INDICATED
Physical
attributes
Good health
Clear speech
Age 27-45 Under 27
Chronic ill-heath and absence
Attainments
(qualifications)
2’A’levels
GCSE math's & English
Knowledge of retail
environment
Degree
Marketing training
2 y experience in
supervisory post
No experience of retail
environment or supervision
Intelligence h. Verbal intelligence
Aptitudes Facility with numbers
Attention to details
Social skills for
customer relations
Analytical abilities
(problem solving)
Understanding of
systems and IT
No mathematical ability
Low tolerance of technology
Interests Social team activity Time consuming hobbies
“solo” interests only
Disposition Team player
Tolerance of changes
and pressure
Initiative Anti-social
Low tolerance of responsibility
Circumstances Able to work late
Take work home
Located in area of
office

Group WorkGroup Work
 In groups, prepare a 7 point personIn groups, prepare a 7 point person
specification for Virgin Atlantic cabinspecification for Virgin Atlantic cabin
crew.crew.
 Specify at least one essential, oneSpecify at least one essential, one
desirable and onedesirable and one contra-indicatedcontra-indicated
point for each.point for each.
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Internal & External Recruitment ProcessesInternal & External Recruitment Processes
 Recruit or promote?Recruit or promote?
 Internal RecruitmentInternal Recruitment
 From existing employeesFrom existing employees
 External recruitmentExternal recruitment
• Bringing , Finding & attracting suitable candidates from outsideBringing , Finding & attracting suitable candidates from outside
 Internal promotionInternal promotion
 Nomination of existing employeesNomination of existing employees
 Casual applicationsCasual applications
 AdvertsAdverts
 WebsiteWebsite
 Recruitment consultantsRecruitment consultants
 Temporary staffTemporary staff
 Government employment services (e.g. UK)Government employment services (e.g. UK)
 Schools/university liaisonSchools/university liaison

Advertising the JobAdvertising the Job
 Content:Content:
• concise, attractive, positive and honest, relevant andconcise, attractive, positive and honest, relevant and
appropriateappropriate
 Include:Include:
• OrganisationOrganisation
• JobJob
• ConditionsConditions
• Qualifications & experienceQualifications & experience
• SalarySalary
• Application processApplication process
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AdvertisementAdvertisement
 What is advertisement?What is advertisement?
AdvertisingAdvertising is a one-way communication whoseis a one-way communication whose
purpose is to inform potential customers aboutpurpose is to inform potential customers about
products and services and how to obtain them.products and services and how to obtain them.
For Recruitment –For Recruitment –
To provide information that will attract aTo provide information that will attract a
significant pool of qualified candidates andsignificant pool of qualified candidates and
discourage unqualified ones from applying.discourage unqualified ones from applying.
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Use of Advertisements in theUse of Advertisements in the
Recruitment ProcessRecruitment Process
 Creating awareness of Job OpportunitiesCreating awareness of Job Opportunities
in the specified field of Interest.in the specified field of Interest.
 Finding Desirable CandidatesFinding Desirable Candidates
 Keeping an competitive edge overKeeping an competitive edge over
competitors as more advertisementscompetitors as more advertisements
attracts best of the job seekers.attracts best of the job seekers.
 Advertisement is the fastest way toAdvertisement is the fastest way to
spread recruitment hiring informationspread recruitment hiring information..
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Where Should You Advertise?Where Should You Advertise?
 In-house notice boards, magazinesIn-house notice boards, magazines
 Professional magazinesProfessional magazines
 National NewspapersNational Newspapers
 Local NewspapersLocal Newspapers
 Radio, TV, cinemaRadio, TV, cinema
 Job CentresJob Centres
 Schools & University Careers OfficesSchools & University Careers Offices
 InternetInternet
• Business networkingBusiness networking
• Online recruitment agencies – e.g.Online recruitment agencies – e.g.
Monsterjobs.comMonsterjobs.com
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Evaluation and EffectsEvaluation and Effects
 NewspapersNewspapers
• Advantages – Short lead time, flexible, reach largeAdvantages – Short lead time, flexible, reach large
audience, community prestige, intense coverage,audience, community prestige, intense coverage,
reader control of exposure, coordination withreader control of exposure, coordination with
national advertising, merchandising service,national advertising, merchandising service,
segment consumer by geography.segment consumer by geography.
• Disadvantages -- short life span, may be expensiveDisadvantages -- short life span, may be expensive
relative to other media, hasty reading, poorrelative to other media, hasty reading, poor
reproduction, lack of creativity.reproduction, lack of creativity.
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 RadioRadio
• Advantages – audio capacity, short lead time, low costAdvantages – audio capacity, short lead time, low cost
relative to other media, reach demographic andrelative to other media, reach demographic and
geographic segmented audience, reach large audience.geographic segmented audience, reach large audience.
• Disadvantages – don’t have visual capacity, fragmentedDisadvantages – don’t have visual capacity, fragmented
and inflexible, temporary nature of message.and inflexible, temporary nature of message.
 Magazines and JournalsMagazines and Journals
• Advantages -- selectivity for demographic and geographicAdvantages -- selectivity for demographic and geographic
segments, high in quality reproduction, lasts as long assegments, high in quality reproduction, lasts as long as
magazine is kept, prestigious advertisement is credibilitymagazine is kept, prestigious advertisement is credibility
of magazine is high, extra services, issue may be read byof magazine is high, extra services, issue may be read by
more than one person.more than one person.
• Disadvantages – long lead time, lack of flexibility inDisadvantages – long lead time, lack of flexibility in
gaining attention, often limited control over location ofgaining attention, often limited control over location of
advertisement.advertisement.
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 TelevisionTelevision
• Advantages -- impact mass coverage, repetition,Advantages -- impact mass coverage, repetition,
flexibility in getting attention of consumer,flexibility in getting attention of consumer,
prestige, visual and audio capabilities, short leadprestige, visual and audio capabilities, short lead
time.time.
• Disadvantages -- temporary nature of message,Disadvantages -- temporary nature of message,
high cost relative to other media, high mortalityhigh cost relative to other media, high mortality
rate for commercials, evidence of public distrust,rate for commercials, evidence of public distrust,
lack of selectivity, hard to target customer,lack of selectivity, hard to target customer,
requires production specialistsrequires production specialists
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 Internet & Direct MailInternet & Direct Mail
• Advantages – flexibility in reaching targetAdvantages – flexibility in reaching target
audience, short lead time, intense coverage,audience, short lead time, intense coverage,
flexibility of format, complete information, easyflexibility of format, complete information, easy
to personalizeto personalize
• Disadvantages -- high cost per person,Disadvantages -- high cost per person,
dependency on quality of mailing list, consumerdependency on quality of mailing list, consumer
resistance, may be considered as junk mail,resistance, may be considered as junk mail,
may be difficult and expensive to accessmay be difficult and expensive to access
mailing listsmailing lists
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Retention ProceduresRetention Procedures
 Retention means keeping the people in theRetention means keeping the people in the
organization, the people that so much effort hasorganization, the people that so much effort has
been spent on in the recruitment and selectionbeen spent on in the recruitment and selection
process.process.
 Effective strategies have to be chalked out regardingEffective strategies have to be chalked out regarding
workplace conditions, health and safety issues,workplace conditions, health and safety issues,
employee treatment, motivation and rewards.employee treatment, motivation and rewards.
 Loyalty is earned when a positive workingLoyalty is earned when a positive working
environment is created for the employees.environment is created for the employees.
 Succession planning will help identify individuals whoSuccession planning will help identify individuals who
can at some stage take over key position when thecan at some stage take over key position when the
need arises.need arises.
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Retention BenefitsRetention Benefits
Retention = keepingRetention = keeping
 U.S. businesses spend over $200U.S. businesses spend over $200
billion annually recruiting andbillion annually recruiting and
replacing their staff.replacing their staff.
 Cost of retaining staff is less thenCost of retaining staff is less then
recruiting new onesrecruiting new ones
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MONITORING HRM PLANSMONITORING HRM PLANS
Other areas in a retention strategyOther areas in a retention strategy
 Analysis of wastage statisticsAnalysis of wastage statistics
 Exit interviewingExit interviewing
 Remuneration packageRemuneration package
 Career and development policiesCareer and development policies
 Job redesign programmesJob redesign programmes
 Grievance handling (informal &Grievance handling (informal &
formal – complains,..)formal – complains,..)
 Equal opportunity policiesEqual opportunity policies
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Succession PlanningSuccession Planning
““succession plans identify individualssuccession plans identify individuals
to assume the role of key employeesto assume the role of key employees
when they leave”when they leave”
 An assessment of current staffAn assessment of current staff
resourcesresources
 A forecast of staffing requirementsA forecast of staffing requirements
 Companies seek to develop, andCompanies seek to develop, and
therefore “retain” employeestherefore “retain” employees
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Employment Legislation and DiversityEmployment Legislation and Diversity Equal opportunities and discrimination legislation:-Equal opportunities and discrimination legislation:-
• The Equal Pay Act 1970The Equal Pay Act 1970
• The Sex Discrimination Act 1975The Sex Discrimination Act 1975
• The Disability Discrimination Act 1995The Disability Discrimination Act 1995
• The Race Relations Act 1976The Race Relations Act 1976
• The Rehabilitation of Offenders Act 1974.The Rehabilitation of Offenders Act 1974.
• Must be adhered to during all parts of the recruitmentMust be adhered to during all parts of the recruitment
and selection process: job analysis, personand selection process: job analysis, person
specifications, advertisements, interview, otherspecifications, advertisements, interview, other
documentation, etcdocumentation, etc Assignment help

Equality Act 2010Equality Act 2010
Protected Characteristics:-Protected Characteristics:-
AgeAge
DisabilityDisability
Gender reassignmentGender reassignment
Marriage and civil partnershipMarriage and civil partnership
Pregnancy and maternityPregnancy and maternity
RaceRace
Religion or beliefReligion or belief
SexSex
Sexual OrientationSexual Orientation
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EqualityEquality = sameness; we treat people= sameness; we treat people
equally, we ignore differencesequally, we ignore differences
EquityEquity = fairness; we treat people= fairness; we treat people
equitably, we recognize differencesequitably, we recognize differences
 Intentional discrimination (attitude)Intentional discrimination (attitude)
 Systematic discrimination (behaviors)Systematic discrimination (behaviors)
Diversity and Equal OpportunitiesDiversity and Equal Opportunities
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Employment Legislation
Workers are protected from unlawful discrimination, namely:-Workers are protected from unlawful discrimination, namely:-
VictimisationVictimisation – an act that exploits someone, treats someone unfair, denial of a– an act that exploits someone, treats someone unfair, denial of a
statutory right, using, e.g. a refusal to promote employee on grounds that forstatutory right, using, e.g. a refusal to promote employee on grounds that for
example she/he made an employment tribunal claim;example she/he made an employment tribunal claim; paying Blacks less andpaying Blacks less and
charging them more is a form of victimizationcharging them more is a form of victimization
HarassmentHarassment – behaviour intended to disturb or upset– behaviour intended to disturb or upset
Example: range from physical assault to exclusion from normal workplaceExample: range from physical assault to exclusion from normal workplace
conversationconversation
BullyingBullying – to force someone, to make one’s way aggressively, etc. it can take– to force someone, to make one’s way aggressively, etc. it can take
many forms but usually involves the intentional intimidation of an individual, itmany forms but usually involves the intentional intimidation of an individual, it
may arise from the misuse of managerial power or authority (personal injury,may arise from the misuse of managerial power or authority (personal injury,
stress.. So employees may claim in such instancestress.. So employees may claim in such instance
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Diversity and Equal OpportunitiesDiversity and Equal Opportunities
DiversityDiversity is defined as ‘all the ways in which we are different andis defined as ‘all the ways in which we are different and
similar along an infinite number of lines’similar along an infinite number of lines’
DIVERSITY: Four dimensions:-DIVERSITY: Four dimensions:-
 PersonalityPersonality
 Internal (not within a person’s control - age, race, gender)Internal (not within a person’s control - age, race, gender)
 External (somewhat under personal control such as maritalExternal (somewhat under personal control such as marital
status, religion, income, education, work experience)status, religion, income, education, work experience)
 Organizational dimensions (level, status, seniority, etc)Organizational dimensions (level, status, seniority, etc)
 Intentional (attitudes) – racism, nationalismIntentional (attitudes) – racism, nationalism
 Systematic ( behaviours) – seniority, unfair communicationSystematic ( behaviours) – seniority, unfair communication
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Diversity VideosDiversity Videos
 GENDERGENDER
http://www.youtube.com/watch?v=3XjUFYxSxDkhttp://www.youtube.com/watch?v=3XjUFYxSxDk
http://www.youtube.com/watch?v=g2J5L6pU7PQhttp://www.youtube.com/watch?v=g2J5L6pU7PQ
•NATIONALITYNATIONALITY
http://www.youtube.com/watch?v=tzQuuoKXVq0http://www.youtube.com/watch?v=tzQuuoKXVq0
http://www.youtube.com/watch?v=IpNguFRzMcAhttp://www.youtube.com/watch?v=IpNguFRzMcA
•WEST & EASTWEST & EAST
http://www.youtube.com/watch?v=FP531_EkIOYhttp://www.youtube.com/watch?v=FP531_EkIOY
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Avoiding DiscriminationAvoiding Discrimination
Protection from discrimination covers:-Protection from discrimination covers:-
 Pre-employmentPre-employment
 At the job analysis and advertising stagesAt the job analysis and advertising stages
 In the recruitment and selection practicesIn the recruitment and selection practices
 In establishing the terms of the employment contract such as the hours and annualIn establishing the terms of the employment contract such as the hours and annual
salarysalary
 In the induction of new employeesIn the induction of new employees
 During employmentDuring employment
 In the contents and intent of the company policies and proceduresIn the contents and intent of the company policies and procedures
 In offering access to/provision of training and development opportunitiesIn offering access to/provision of training and development opportunities
 In promotion decisions, in managing performance issuesIn promotion decisions, in managing performance issues
 In making changes to terms and conditions of employment & in the allocation ofIn making changes to terms and conditions of employment & in the allocation of
rewardsrewards
 Termination of employmentTermination of employment
 In dismissal decisions including selecting staff for redundancyIn dismissal decisions including selecting staff for redundancy
 In the payment of final monies and the provision of employment referencesIn the payment of final monies and the provision of employment references
 Post-employmentPost-employment
 Failing to provide a reference for an ex-employee who has made a complaintFailing to provide a reference for an ex-employee who has made a complaint
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Good PracticesGood Practices
POLICIES AND PROCEDURESPOLICIES AND PROCEDURES
 Job analysisJob analysis
 Advertisements and documentationAdvertisements and documentation
Recruitment and selectionRecruitment and selection
Training and developmentTraining and development
Discipline and capabilityDiscipline and capability
GrievanceGrievance
Redundancy including selection criteriaRedundancy including selection criteria
Flexible working arrangementsFlexible working arrangements
Time off arrangementsTime off arrangements
Job evaluation and equal payJob evaluation and equal pay
Performance managementPerformance management
Employee rewardsEmployee rewards
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Health and Safety PolicyHealth and Safety Policy
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“It is cheaper to prevent than cure”
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Any Questions?Any Questions?
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