Effectively managing recruitment & selection - employing the right person

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 Prevents unnecessary recruitment
 Ensures key tasks and skills are catered for in an
organisation
 Avoids recruiting the wrong candidates, which can
cause:
 Reduced organisational effectiveness
 Unfair on the recruited person if they aren’t right for the
job
 Makes managers’ jobs much harder

1. Does the vacancy exist? – Do we need to recruit?
2. Job analysis – Determining what a job really entails
3. Creation of job description – Defining the key tasks
4. Creation of person specification – Defining the key skills
and personality traits required
5. Recruitment strategy – How will we find the right
candidates?
6. Selection strategy – What assessment methods will we
use?

“The procedure for determining
the duties and skill requirements
of a job and the kind of person
who should be hired for it”

 Job analysis goes beyond just determining the what of
a job, but also understands the character needed to
do it effectively
 Prevents employing the wrong people for the wrong
job
 Prevents creating a mismatch between the job
description and the job itself
 Helps to inform the recruitment and selection process,
remuneration, performance appraisal and training

1. Determine what you will be using the information for –
this will help define the best way to capture the
information
2. Review relevant background information – Where
does the job sit in the organisation, what does the
existing job description say?
3. Select a representative number of positions to review –
Assess only as many staff members as you need who
are carrying out this role

4. Analyse the job – Using the appropriate methodology.
This might be qualitative (interviews, observation) or
quantitative (surveys)
5. Verify your analysis – With the people who know best
such as the incumbent or their line manager
6. Develop a Job description and person specification

“A written statement of what
the worker actually does, how
they do it and what the working
conditions are”

 Job title
 Job summary – The general nature of the job including
major functions or activities
 Responsibilities and duties – The task element which is
derived from the job analysis
 Standards of performance – Establish standards for
each of the key duties above. (“This job will be
completed satisfactorily when…”)
 Working conditions – The work environment including
any key information – noise, team environment, heat

“A list of the ‘human requirements’
for a job including education, skills,
experience and personality”

It is used throughout the recruitment process
 By individuals deciding if they are suitable for
the role
 When selecting candidates for interview
 When determining the appropriate selection
methods
 When interviewing
 When selecting

 Essential Criteria – The requirements the applicant
needs to be able to fulfil the role
 Desirable criteria – Criteria which are non-essential but
may help the person do the job better and helped
you differentiate between candidates
DON’T MAKE IT TOO
 Narrow – limiting who you can shortlist
 Broad – too many people meet the essential criteria

 The recruitment process needs to align with your
marketing strategy, because…
 Your reputation will be affected by how you run the
recruitment process
 Contributing to the ongoing learning of candidates is
important
 Adds weight to the process being transparent and fair

 Feedback should be professionally focussed,
constructive and of use to the candidate
 Feedback should be timely
 Provide feedback on negative elements of the
candidates application as long as it relates to the job
you are hiring for
 Present feedback in a professional, objective and
sensitive manner
 Treat candidates with respect – a positive experience
can be had, even when they are not appointed

“In the United Kingdom it is unlawful for
an employer to discriminate against a
candidate for a job because of age,
disability, race, belief, sexual orientation
or gender”

It is vital to avoid direct or indirect discrimination
throughout the recruitment process – some examples:
 Stating a preference for a male or female unless the
requirements are clear. Avoid phrases like
‘handyman’ or ‘salesgirl’
 Avoid age limits unless justifiable, and phrases such as
‘mature’ or ‘young and dynamic’
 During interviews avoid asking about a woman’s plans
for a family

Offers training courses on the recruitment and
selection process, helping you to understand the
process of recruitment and selection and how to
deliver each element
Looking at:
Creating a systematic process
The importance and methods of job analysis
Writing Job descriptions and job specifications
The importance of giving feedback and how
to do it well
Staying within the law when recruiting
Pathway Group

Effectively managing recruitment & selection - employing the right person

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