2. On completion, participants should be able to;
1. Describe what recruitment and resourcing
means to G4S
2. Understand how to successfully prepare to run
an interview
3. Conduct a successful interview
4. Understand when and why to use the different
types of interview questions
5. Promote G4S as a successful employer
3. PEOPLE
“This workbook is intended to provide general
information to help you recruit the best
people fairly.
It is not intended as legal advice and should
not be viewed as a substitute for consultation
with your HR team regarding hiring processes
that apply in your part of the global G4S
business.”
5. 1. RESOURCING
• The broad process of having the right people,
in the right place, at the right time
– It is crucial to organisational performance.
2. RECRUITMENT
• Comprises the various practices and activities
that an organisation such as G4S carries out
with the primary purpose of identifying,
attracting, selecting and appointing the best
employees
6. • Recruiting people who are not right for the job
and the organisation can lead to;
– increased labour turnover,
–increased costs,
–lower the morale of the existing workforce.
–Extra time on recruitment due to frequent gaps.
• This can be dealt with by using the systematic
approach to recruitment.
7. • Best practice recruitment systems are:
1. Efficient – using cost effective in methods and
sources
2. Effective - producing enough suitable
candidates (but not too many), and identify the
candidate best fitted for the job and the
organisation
3. Fair - ensuring that decisions are made on
merit alone right through the process
8. • The three main stages are;
1. Pre-Recruitment – Activities we need to
complete before we approach the labour
market.
– Identify the need to recruit and gain
authorisation
– Define the job requirements
– Determine the selection process
9. 2. Recruitment and Selection – Activities
directly linked to attracting candidates and
selecting and appointing the best.
– Attract suitable applicants
– Select the ‘right’ person
– Making an appointment
10. 3. Post-Recruitment – Activities that happen
after appointment to make sure we get the
most from the appointee and that we have
learned from the experience
– Induct the new starter
– Review and evaluate
11. ACTIVITY 1:
• Why is it important to get
recruitment right?
• What can go wrong if we
don’t?
13. • One of the most important tasks a manager
undertakes.
• The best opportunity for gathering information
about their skills and experience and,
ultimately, matching the right person to the job
and to the organisation.
• The interviewer needs to be clear about the
purpose of the exchange to ensure that the time
is used to give and obtain information that is
relevant and revealing.
14. • Think about your experience of recruitment
interviewing.
• What has gone well and what could you
improve?
15. 1. PREPARATION
• The purpose is not only to evaluate the
candidates, but also to describe the job
accurately so that they can assess whether it is
the right one for them.
• You will also need to represent your
organisation in the best light possible to attract
good quality candidates.
• An interview rarely lasts longer than an hour,
but its consequences may last for years.
• The better you prepare the more effective you
will be.
16. 1. PREPARATION
“It may be a cliché, but 15 minutes planning and
45 minutes interviewing could well bring you
double the evidence compared with 2 minutes
planning and 58 minutes interviewing”
17. 1. PREPARATION
What are the Key areas to think of when
preparing?
1. Preparing a logical structure for each interview
2. Thinking how will you open and close
3. Considering what information you plan to give
to the candidate
4. The questions you plan to use to get evidence.
18. 2. Choosing Interviewers
• It is desirable to invite specific colleagues to
participate in selection if you are inexperienced.
• If an employee is to be working for more than
one person, try to make sure that all those to
whom the job-holder will report are present.
• Consider asking your own manager if they wish
to attend, especially if the position is a key one
within your team.
• If the employee will be working closely with
another department, you might invite one of its
representatives.
19. • Scheduling and Timing Interviews
– Schedule interviews with a reasonable amount of
time between each.
• Choosing a Venue
– Give careful thought to the location of interviews.
– Interviewees will find it hard to give their best if they
are uncomfortable.
• Being Aware Of The Atmosphere
– Whilst conducting an interview, avoid all
distractions, and put the candidate at ease.
20. • Arranging Seating
• There are several different ways to arrange
seating at an interview. Sitting face to face is
always a more formal option.
• Structuring Interviews
• Exactly what your interview will consist of
depends on your specific situation.
• An introduction and a “getting to know you”
phase
• An investigation of the candidate’s skills and
personal qualities and A final stage where the
candidate asks questions about the job
21. Planning Your Questions
– Phrasing Questions
“Our main chance to find out information about a
candidate comes from asking the right
questions in the right way. Use the
interviewee’s answers to lead into your next
question.”
• Open questions are likely to be the most
useful in an interview. They encourage the
candidate to open up, think, and talk at length,
and enable you to observe their communication
skills and elicit detailed information.
22. Planning Your Questions
• Closed questions lead to a simple yes or no,
rather than an in-depth reply Use them to clarify
unclear points. For example, “when will you be
able to start the job?”
– These questions are also useful for seeking
confirmation of details of a candidate’s CV.
23. Planning Your Questions
• Questioning Strategy
• Avoid using leading questions. They tell the
candidate what you want to hear. They tell you
very little about the candidate.
• “This job requires a lot of interpersonal skills, I
take it that won’t worry you?” “No, not at all”
• Avoid using multiple questions
“Tell me about your job…what results are you
accountable for…who are your customers… do
you have to use your initiative much?
24. Planning Your Questions
• USEFUL GENERAL QUESTIONS
• Why do you want to change job now?
• What do you consider your greatest
attributes/weaknesses?
• What for you has been the highlight/low point of
your career so far?
• What do you offer G4S?
• What experience do you have of XXX?
• What are your long-term goals, and how do you
think you can achieve them here?
25. Behavioural Interviews
”A style of interviewing in which the interviewer
sets out to obtain specific examples of past
behaviour as a guide to future performance”
• Using behavioural questions get the interviewee
talking about specific incidents in the recent
past when they have demonstrated the types of
preferred behaviour you are looking for and
record what they say.
• It is important to have a checklist of interview
questions
26. To succeed in this stage, make sure;
• You have made last Minute Preparations
• You are well presented
• You are prepared (details about the post)
• You Greet and Relax the Candidate
• You Listen Effectively
• You Avoiding bad Habits
• To mind your Body Language
• You are in Control of the Interview
27. To succeed in this stage, make sure;
• On Closing you got all the necessary info
about the candidate
• You thoroughly analyse Candidate
Performance
• You avoiding Bias
• You fairly evaluating Candidates
• You acting as an Ambassador for G4S
28. INTERVIEWING – KEY POINTS
• Keep an open mind throughout an interview.
• Give candidates a chance to withdraw their
applications.
• Always preserve the dignity and self-esteem of
a candidate.
• Be aware of your own biases and prejudices
• Be aware of your first impressions but avoid
making instant judgement and spending
interview confirming it.
• Halo/Horns - good/bad feature colouring other
attributes
29. INTERVIEWING – KEY POINTS
• Make sure you don't discriminate in what you
do, ask or say.
• Don't make assumptions; ask.
• Stay neutral. (Without biases)
• Don't talk too much - 10-20%
• Keep candidates’ CVs safely with your notes,
references and matching sheets
• Never compromise requirements if nobody is
suitable.
30. ACTIVITY 3
What are the main advantages of asking
behavioural or situational questions?
33. INCLUSIVE RECRUITING – GUIDELINES
• Adopt the same format for every interview
• Ignore the views of other interviewers
• Maintain a friendly but neutral attitude
• Put key questions in the same way
• Seek information which is behaviour based and
not judgemental
• Use job descriptions and person specifications
for structure
• Ask open questions, listen and show interest
and do not interrupt.
34. QUESTIONS NOT TO BE ASKED
• Do you suffer from an illness or disability?
• Do you plan to get married?
• Do you intend to start a family?
• Are you comfortable supervising men (to a
woman) and women (to a man)?
• What would you do if your husband
transferred?
• How old are you?
• What church do you attend?
• Are you married? Divorced?
35. EQUALITY ACT 2010
The Act defines certain actions that are not
permissible and that are considered unlawful.
• The most relevant to recruitment are:
1. Direct Discrimination
2. Associative Discrimination
3. Perceptive Discrimination
4. Indirect Discrimination
36. EQUALITY ACT 2010
AREAS OF POTENTIAL DISCRIMINATION;
• Protected Characteristics
• Age
• Disability
• Pregnancy and Maternity
• Marriage and Civil Partnership
• Sexual Orientation
• Religion or Belief
• Sex
• Race
38. Developing an Action Plan
• Monitoring – gathering more statistics on the
diversity of candidates that you are reaching
• Connecting – with diversity and inclusion
organizations that help companies to progress
and work in this field.
• Reading – the diversity and inclusion updates,
G4S policies on recruitment and diversity and
inclusion
39. Developing an Action Plan
• Subscribing to other diversity media and
websites to keep abreast of changes
• Developing your own list of diverse sources of
candidates
• Using culture wizard to improve your
understanding of the different patterns in
behaviours and cultural faux pas
• Challenging subjective job requirements where
these are introduced and raising them with the
HR department if necessary
41. SUMMARY
• G4S believes that effective recruitment is
central and crucial to the successful day-to-day
running of our business.
• Successful recruitment depends upon finding
people with the right skills, expertise and
qualifications to deliver organisational
objectives and the ability to make a positive
contribution to the values and aims of G4S.
• Recruitment is not only carried out to fulfil
current needs.
42. SUMMARY
• Recruiters should always be aware of and refer
to future plans that have implications for
organisational resourcing.
• Careful analysis of the job to be done, and of
the competencies required to do it, is necessary
if the right people are to be fitted into the right
job.
• Recruiting fairly means that line managers also
need to be fully aware of how discrimination
can occur both directly and indirectly in the
recruitment process.
43. SUMMARY
• A diverse workforce that reflects customer
groups within the local community is something
G4S wishes to encourage.
• Having selected the best candidate for the job,
the next stage is to ensure that the new recruit
is successfully integrated into the organisation
through a well planned induction programme.
• Managers should monitor their recruitment
processes continuously to ensure their
selection processes should be based only on a
candidate’s ability to do the job
