How to Manage Recruitment and Selection


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How to manage recruitment and selection tells you all about what to do when considering recruitment and selection.

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How to Manage Recruitment and Selection

  1. 1. How to Manage Recruitment & Selection
  2. 2. Effective recruitment and selection is an important part of a manager’s role and key to the success of an organisation. Making the wrong recruitment decision can reduce organisational effectiveness, render existing reward and development strategies useless, can be unfair on the individual you recruit and are difficult for managers who have to handle unsuitable employees. So when it’s this important to your business, how do you go about doing it effectively?
  3. 3. Having a clear structure for the recruitment process is vital. It means that mistakes are avoided, such as recruiting ‘just because we need to replace someone’, it means that businesses can avoid missing key tasks off job descriptions and goes a long way to ensuring the people you recruit have both the right skills and personality traits. In addition, by having a clear view on how your business will seek candidates and select them, you continually improve your chances of finding the right people for your business. Why is it important to run a systematic recruitment & selection strategy?
  4. 4. 1. Does the Vacancy Exist? • Is there a genuine requirement to add another team member or replace one who is leaving? 2. Job Analysis A structured process to determine the exact requirements for any given job role. What are the key steps in a recruitment & selection strategy?
  5. 5. 3. Creation of Job Description & Person Specification Based on the job analysis, this is a description of the key tasks, and also a clear view of the skills and personality traits needed to be effective in the role. 4. Recruitment Strategy • How will you go about finding the right candidates? • Will it be internal or external and which channels will you use? What are the key steps in a recruitment & selection strategy?
  6. 6. 5. Selection Strategy Implementing a structured and well planned selection strategy greatly increases the chances of getting the right staff member. • Are you going to use much staged interviews, psychometric tests, assessment centres. • How will you use referrals? Having each element of the process clearly planned makes the hiring process easier to manage and results in greater chances of employing the right individual. What are the key steps in a recruitment & selection strategy?
  7. 7. What are the key steps in a recruitment & selection strategy? 6. Job Analysis • Why is it important and what are the processes involved. Job analysis is the procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it. A job analysis not only helps to determine what a job actually entails, but also sets out the skills and even character traits required to complete the job successfully. The cost of having the wrong people in the wrong job in an organisation is significant, as is the damage that can be caused by creating dissonance between the job itself and the job description used to recruit and select.
  8. 8. What are the key steps in a recruitment & selection strategy? 6. Job Analysis Continued An effective job analysis informs not only recruitment and selection, but also remuneration, performance appraisal, training and an even helps discover roles which are not assigned within a business. A job analysis collects information on the work activities undertaken, behaviours involved, equipment tools and knowledge used in the job, performance standards for the job, the context of the job and the human requirements for the job.
  9. 9. The Six Steps of a Job Analysis are: 1. Determine what you will be using the information for, informing your decision on how you will capture the information In recruitment and selection, interviewing incumbent employees in the role is a good methodology, however this may not work so well for evaluating pay or performance standards for a job. 2. Review relevant background information Where the job sits within the organisation chart and which key roles does it need to fulfil are two key areas to understand. Reviewing the existing job description is also likely to be worth while.
  10. 10. The Six Steps of a Job Analysis are: 3. Select a representative number of positions to review If you have many people doing the same job, you will not need to interview them all, but a representative sample will be adequate. 4. Analyse the job Using whichever methodology is most appropriate. 5. Verify your analysis With the person doing the job and their line manager. 6. Develop a job description and person specification
  11. 11. A job description is a written statement of what the worker actually does, how he or she does it, and what the job’s working conditions are. You use this information to write a job specification; this lists the knowledge, abilities, and skills required to perform the job satisfactorily. There is no standard format for writing a job description. However, most descriptions contain sections that cover: Creating a Job Description
  12. 12. 1. Job Title Relevant and applicable. 2. Job Summary The general nature of the job including the major functions or activities of the job. 3. Responsibilities and Duties The key ‘task’ elements which will have come out of the job analysis. Creating a Job Description
  13. 13. 4. Standards of Performance Establish standards for each of the key duties above. A good way to capture this is to say ‘This job will be completed when...’ 5. Working Conditions A job description may describe the work environment, this could include noise levels or simply the team environment and culture. Creating a Job Description
  14. 14. A person specification is a list of the ‘human requirements’ for a job. Being the required education, skills, personality and similar to complete the job successfully. It might contain the educational qualifications, previous experience, general intelligence, specialised skills, interests, personality and physical requirements. Creating a Person Specification
  15. 15. The importance of an effective person specification should not be underestimated as it is used throughout the Recruitment and Selection process by individuals to make an informed choice as to whether they are suitable for the role: • When selecting candidates for interview • When determining the appropriate selection methods – interview, tests, etc. • When interviewing • When choosing the right candidate Creating a Person Specification
  16. 16. Ordinarily, the person specification is split into two areas: Essential Criteria Outlining the criteria that the applicant needs to be able to fulfil the role. Creating a Person Specification
  17. 17. Desirable Criteria Outlines the criteria that is important but not essential to the role and can help to differentiate further between applicants meeting all of the essential criteria. If your Person Specification isn’t effective it can cause problems at the Shortlisting and Interview stages: • Too narrow and you may find you are able to shortlist none or very few applicants. • Too broad and you may find too many applicants meet the essential criteria – You will then need to use the desirable criteria as a further screening method to reduce the number of candidates being invited to interview. Creating a Person Specification
  18. 18. In the United Kingdom it is unlawful for an employer to discriminate against a candidate for a job because of their age, disability, race, belief, sexual orientation or gender in any part of the recruitment process - In job descriptions, person specifications, application forms, during interviews, in tests, or in shortlisting. During the recruitment process it is vital to avoid discriminating either deliberately or inadvertently. Key areas of legislation
  19. 19. Some examples include: Job Advert: Stating a preference for a man or a woman unless the requirements of the job are clear that it needs to be either sex. Avoid phrases such as ‘handyman’. Avoid age limits: Unless they can be reasonably justified and avoid phrases such as ‘mature’ or ‘young and dynamic’. Key areas of legislation
  20. 20. Avoid Advertising: In places with very limited reach i.e. a specific religious magazine which many potential candidates may not read. Selection: Avoid asking for unnecessary personal information on application forms such as date of birth, country of birth or sexual orientation. During interviews avoid asking about a woman’s plans for a family. Key areas of legislation
  21. 21. The recruitment process in your business should be aligned with your marketing goals. If you re-promoting your job externally then your reputation as a business will be impacted by how you manage the recruitment process. It’s vital to ensure that the process of selection is transparent and see as fair. And providing feedback to candidates is also hugely important in leaving a good impression with candidates, who may come to interact with your business in the future, and who can certainly communicate about your business. Feedback in recruitment & selection
  22. 22. When providing feedback to unsuccessful candidates: • All feedback should be professionally focused, constructive and of use to the candidate. Contact applicants in line with any advertised deadlines- inform them that the process is on-going if a decision has not been made. • It is right to provide feedback on negative aspects of an application or performance at interview/selection test stage, providing it relates to an individual ́s ability in relation to meeting the advertised About the Job requirements, which have been measured under a fair and objective assessment process. Feedback in recruitment & selection
  23. 23. For more business advice or to take a course in leadership, management, coaching or mentoring: Call: 0121 707 0550 E-mail: