The document discusses the importance of effective recruitment and selection for organizational success. It outlines the key steps in a recruitment and selection strategy, including job analysis, creating job descriptions and person specifications, developing a recruitment plan, implementing a selection strategy with interviews and assessments, and providing feedback. Having a clear, systematic process helps avoid mistakes and ensures the right candidates are hired.

1. How to Manage
Recruitment
& Selection

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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. For more business advice or to take a
course in leadership, management,
coaching or mentoring:
Call: 0121 707 0550
E-mail: info@pathwaygroup.co.uk