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  1. 1. RECRUITMENT HRM WK 4 Dr. Shohail Choudhury Dr. Shohail Choudhury 1
  2. 2. Definition Recruitment in the part of the human Resourcing process concerned with finding the applicants: it is a positive action by the management, going into the labour market, communicating opportunities and information, and encouraging applications from suitable candidates. 2
  3. 3. Aims of the recruitment process Creation of a pool of suitable candidates Management of the recruitment process itself The basis of selection. 3
  4. 4. A systematic approach: stagesRecruitment process will involve following stages:A. Detailed human resource planning: needs to meet objectives.B. Job Analysis: definition of skills, knowledge and attributes required to perform the job.  Job Description: Statement of the components of the job  Person Specification: Kind of person needed to perform the job  Competence or role definition. 4
  5. 5. A systematic approach: stagesC. Identification of vacancies. Authorisation for recruitment.D. Evaluation of the sources of skills.E. Preparation and publication of recruitment information, to:  Attract potential candidates  Give a favourable impression of the job and organisation  Equip interested applicants to apply (how and to whom) 5
  6. 6. A systematic approach: stagesF. Processing Applications:  Screening after specified period  Short listing candidates  Advising candidates of the progress  Drawing up a programme for the selection process. 6
  7. 7. RECRUITMENT POLICY & BEST PRACTICEA typical policy might deal with: Internal advertisements and vacancies Efficient & courteous processing of applications Fair and accurate provision of information to potential recruits Selection of candidates without discrimination Recruitment of labour reflecting the composition of the society. 7
  8. 8. LEGISLATIVE FRAMEWORKKey points in relation to recruitment: Sex and race  The Sex Discrimination Act 1975 (amended 1986)  The Race Relations Act 1976 (amended 2003)  The Employment Equality Regulations 2003 Disability  The Disability Discrimination Act 1995 Age Diversity  The Employment (Age) Regulations 2006 8
  9. 9. JOB ANALYSIS Is the determination of the essential characteristics of a job. The product of job analysis is a job specification. Use of job analysis:  Recruitment and Selection  Appraisal  Training programmes  Rates of pay  Eliminating risks  Re-designing organisational structure 9
  10. 10. Content of Job Analysis Initial requirements:  Aptitudes, qualifications, experience, training, personality and attitude Duties and Responsibilities  Physical aspects; mental effort; difficult features; degree of independence; responsibilities for staff/materials/cash; component tasks; accuracy required. Environment and conditions of the Job  Hazards, remuneration, hours, shifts, benefits, holidays; career prospects, provision of staff services – canteens, protective clothing etc. Social factors of the job:  Size of the department, teamwork or isolation, amount of supervision, job status. 10
  11. 11. Methods of Job Analysis Observation of working practice Questionnaires and interviews Diaries, time sheet and self-recording techniques (critical incidents) 11
  12. 12. Job Description A broad description of a job at a given time. Purposes and uses of job descriptions  To decide which skills and qualifications are required.  To assess whether the job will efficiently utilise the abilities and provide scope for the aspirations of the prospective job holder  To determine the rate of pay. 12
  13. 13. The contents of a job description Job title and department; to whom responsible, the grade Job summary Job scope and content: list of main responsibilities and frequency of performance The extent and limits of the job holder’s authority & responsibility Relation to other associated jobs Working hours, pay and benefits, conditions, location, social isolation Opportunities for training, transfer and promotion. Objectives and expected results An formal qualifications required. 13
  14. 14. Person Specification Profiles the ideal candidate. Models of Person Specification  Seven Point Plan (Rodger 1970)  Five Point Pattern of Personality (Munro Fraser 1971) 14
  15. 15. Seven Point Five Point • Impact on others incld.• Physical Attributes Physical Attributes•Attainment •Acquired Knowledge•General Intelligence •Innate ability incld. Mental•Special Aptitudes agility, aptitude for learning•Interests •Motivation: individual goal, demonstrated effort•Disposition •Adjustment: emotional•Background ability, tolerance of stress,circumstances human resource skills. 15
  16. 16.  Each feature in the specification may be classified as:  Essential: honesty in a cashier,  Desirable: pleasant manner for public relation officers  Contra-indicated: some features are actively disadvantageous; such as inability to work in a team. 16
  17. 17. Recruitment Methods and Media External recruitment  Unsolicited requests  Existing contacts  Referrals  Job centres  Resettlement services  Careers services  Employment agencies  Selection consultants  Outplacement consultants  Search consultants  Direct to source  The Internet 17
  18. 18. Recruitment AdvertisementThe advertisement should contain the following information: Organisation: its main business and location Job: title, responsibilities, features Conditions: special factors Qualifications and experience Rewards: salary and benefits Application: how to apply, to whom, by what date 18
  19. 19. Internal Recruitments Advertising for self-applicants Soliciting recommendations from supervisors/managers and training officers Soliciting referrals from existing employees to family, friends and contacts. Formal succession, promotion and transfer planning. 19
  20. 20. Evaluating RecruitmentRecruitment process can be audited at 4 levels (Connock 1991) Performance Indicators:  Total number of applications  Time taken to locate applicants  Cost per applicant  Time taken to process applications  Number of female/minority/disabled applicants  Number of qualified applicants 20
  21. 21. Evaluating Recruitment Cost-effectiveness of various methods Monitoring the make up of the workforce An attitude survey: measure satisfaction and feedback.Benchmarking the process against known example of good practice. 21