The document outlines the recruitment and selection process for the position of Senior Administrative Officer in the HR & Admin department, detailing job responsibilities, recruitment methods, and comparison between recruitment and selection. It emphasizes the importance of job descriptions, candidate screening, interview processes, and the overall goal of filling a vacancy with the right candidate at the right cost. Confidentiality during the recruitment process and the structure of the probationary period for new hires are also addressed.

1. Promotion Report : Mohamed A.Ateya
HR & Admin Department
Recruitment
&
Selection

2. Job Description
Working on the position of Senior administrative officer and handling all
the duties assigned to this challenging position, these are as follows :
 Manage the entire administration function in the location independently,
under the guidance of AdministrationHR Manager.
 Function within an organization that focuses on recruitment of,
management of, and providing direction for the people who work in the
organization.
 Discharging responsibilities on whole administrative areas ranging from
policy compliance by employees to travel, accommodation, vendor
management, contract administration, inventory management, security and
safety of assets as well as personnel and adherence to legal requirements.
 Manage a team of staff members to discharge these responsibilities and
will need to work closely with the senior members in the Firm

3. Job Description
 Responsible for ensuring facilities management, including utility
operation and maintenance, for all offices in the location.
 Implement travel and accommodation policy of the Firm for visitors
and new joiners (employees) in coordination with other departments.
 Initiate vendor development and identification programs for various
services with the objective of maintaining sustainable and mutually
beneficial relationships with partners.

4. Recruitment :
Recruitment is a process of attracting candidates towards a job in
an organization.
Selection :
Selection is a process of hiring right person for a right job at a right
time at a right cost.
Selection follows recruitment.
Recruitment and Selection

5. Comparison Between Recruitment and
Selection
Recruitment Selection
1. Recruitment refers to the process of
identifying and encouraging prospective
employees to apply for jobs.
2. Recruitment is said to be positive in its
approach as it seeks to attract as many
candidates as possible.
1. Selection is concerned with picking up
the right candidates from a pool of
applicants.
2. Selection on the other hand is negative
in its application in as much as it seeks to
eliminate as many unqualified applicants as
possible in order to identify the right
candidates.

6. Recruitment and Selection Process
Define vacancyDefine vacancy
Staffing
Requisition
Identify Recruit
Panel
Job Analysis
Job Descriptionn
Job Specification
Recruitment
methods
Recruitment
methods
Internal
Recruitment
External
Recruitment
Screening
resumes
Screening
resumes Job interviewJob interview
Preliminary
phone or
video interview
Secondary
Selection
Job offerJob offer
Probationary
period
Probationary
period
Probationary
Period
Probationary
Period Review

7. Define vacancy
 Staffing requisition : DepartmentRig managers who want to hire
additional staff, or replace employees who resign or are terminated,
generally have to complete a staffing requisition form and submit it to
HR department. See attached HR-F004 Staffing Requisition Form.
HR-F004 STAFFING REQUISITION FORM
 Identify recruit panel : After HR manager approves job
requisition, a recruit panel is formed. Recruit panel is a team of
members committed to interviewing and selecting a person for a
position, They are involved in every step of the process. At least one
member should be thoroughly familiar with the knowledge, skills and
abilities required to perform the functions of the position and with the
work environment of the position.

8. Define vacancy
Job Analysis
Job Description
• Job title & identification
• Job summary
• Duties & Responsibilities
• Supervision
• Working conditions
• Hazards
Job specification
• Qualifications
• Experience
• Training
• Responsibilities

9. Job Analysis
 Job Description: is an important document, which is basically
descriptive in nature and contains a statement of job Analysis,
include:-
 Job title & identification: The job title identifies and designates
the job properly. It indicates the name of the department where it is
situated and the location give the name of the place.
 Job Summary: This serves two important purposes. First is it gives
additional identification information when a job title is not adequate;
and secondly it gives a summary about that particular job.

10. Job Description
 Job duties and responsibilities: This gives a total listing of
duties together with some indication of the frequency of occurrence or
percentage of time devoted to each major duty. These two are regarded
as the “Heart of the Job”.
 Supervision: This will give an idea the number of persons to be
supervised along with their job titles and the extent of supervision.
 Working Conditions: the information about the environment in
which a job holder must work.
 Hazards: the nature of risks of life and limb, their possibilities of
occurrence etc.

11. Job Analysis
 Job Specification: Job Specification translates the job description
into terms of the human qualifications, which are required for
performance of a job. They are intended to serve as a guide in hiring
and job evaluation, it's include:-
 Qualifications : is the required set of knowledge and skills required
to perform a job properly.
 Experience: the min. years of experience required.
 Training : The acquisition of knowledge, skills, and competencies as
a result of the teaching of vocational or practical skills and knowledge
that relate to specific useful competencies.
RECRUITMENT AND SELECTION PROCEDUREAPPENDIX 14 HSE SUPERVISOR JOB DESCRIPTION.docx

12. Recruitment Methods
Recruitment MethodsRecruitment Methods
Internal Recruitment
• Promotions
• Transfers
• Internal Advertisements
Internal Recruitment
• Promotions
• Transfers
• Internal Advertisements
External Recruitment
• Management Consultants
• Public Advertisements
• Campus Recruitment
• Recommendations
• Deputation Personnel
External Recruitment
• Management Consultants
• Public Advertisements
• Campus Recruitment
• Recommendations
• Deputation Personnel

13. Internal recruitment
 Promotions : Means to give a higher position, status, salary
and responsibility to the employee. So, the vacancy can be
filled by promoting a suitable candidate from the same
organization.
 Transfers : Transfer means a change in the place of
employment without any change in the position, status,
salary and responsibility of the employee. So, the vacancy
can be filled by transferring a suitable candidate from the
same organization.
 Internal Advertisements : Here, the vacancy is advertised
within the organization. The existing employees are asked
to apply for the vacancy. So, recruitment is done from
within the organization.

14. Internal Sources
 Merits of Internal Sources :
1. It is time saving, economical, simple and reliable.
2. There is no need of induction training because the candidate already
knows everything about the organization, the work, the employee, the
rules and regulations, etc.
3. It motivates the employees of work hard in order to get higher jobs in
the same organization.
4. It increases the morale of the employees and it improves the relations
in the organization.
5. It reduce executive turnover.
6. It develops loyalty and a sense of responsibility.

15. Internal Sources
 Demerits of Internal Sources :
1. It prevents new blood from entering the organization. New blood brings
innovative ideas, fresh thinking and dynamism into the organization.
2. It has limited scope because it is not possible to fill up all types of
vacancies from within the organization.
3. The position of the person who is promoted or transferred will be
vacant.
4. There may be bias or partiality in promoting or transferring persons
from within the organization.
5. Those who are not promoted will be unhappy.
6. The right person may be promoted or transferred only if proper
confidential reports of all employees are maintained. This involves a lot
of time, money and energy.

16. External Sources
 Management Consultants : Management consultants are used for
selecting higher-level staff. They act as a representative of the employer.
They make all the necessary arrangements for recruitment and selection. In
return for their services, they take a service charge or commission.
 Public Advertisements : The Personnel department of a company
advertises the vacancy in newspapers, the internet, etc. This advertisement
gives information about the company, the job and the required qualities of
the candidate. It invites applications from suitable candidates. This source
is the most popular source of recruitment. This is because it gives a very
wide choice. However, it is very costly and time consuming.

17. External Sources
 Campus Recruitment : The organization conducts interviews in the
campuses of Management institutes and Engineering Colleges. Final year
students, who're soon to get graduate, are interviewed. Suitable candidates are
selected by the organization based on their academic record, communication
skills, intelligence, etc. This source is used for recruiting qualified, trained but
inexperienced candidates.
 Recommendations : The organization may also recruit candidates based on
the recommendations received from existing managers or from sister
companies.
 Deputation Personnel : The organization may also recruit candidates who
are sent on deputation by the Government or Financial institutions or by
holding or subsidiary companies.

18. External Sources
 Advantages of External Sources:
1. It encourages young blood with new ideas to enter the
organization.
2. It offers wide scope for selection. This is because a large
number of suitable candidates will come for the selection
process.
3. There are less chances of bias or partiality.
4. Here there is no need to maintain confidential records.

19. External Sources
 Limitations of External Sources:
1. It is very costly. This is because advertisements, test,
medical examination etc., has to be conducted.
2. It is very time consuming. This is because the selection
process is very lengthy.
3. It may not develop loyalty among the existing managers.
4. The existing managers may leave the organization if
outsiders are given higher post.

20. Screening resumes
 Screening resumes : is the process of sorting resumes to
disqualify candidates using successively more detailed
examinations of the resumes. The objective is to locate the
most qualified candidates for an open job. While some of this
can be done with the aid of automation and computers, there
are still skills and techniques that help quickly eliminate
unqualified candidates.

21. Job Interview
Preliminary
Phone or
Video Interview.
Secondary
Face-to-
Face
Interview.
Selection
 A Interview : is a type of
employment test that involves a
conversation between a job applicant
and representative of the employing
organization. Interviews are one of
the most popularly used devices for
employee selection. Interviews vary
in the extent to which the questions
are structured, from totally
unstructured and free-wheeling
conversation, to a set list of questions
each applicant is asked. Research has
shown that structured interviews are
more valid than unstructured, that is,
they are more accurate in predicting
which applicants will make good
employees.

22. Job Interview
 Preliminary Phone or Video Interview : Telephone interviews or
Video Interview are often used to screen candidates in order to narrow
the pool of applicants who will be invited for in-person interviews- and is
a good way to minimize travel expenses! They can be challenging
because you aren’t able to rely on nonverbal communication or body
language. You should prepare for this type of interview just as you would
for a regular interview so, if you are not given any warning and are not
ready for an interview when called, politely request that the interviewer
call back at another mutually convenient time. This will allow you to
refresh your memory on the organization and be better prepared.

23. Job Interview
 Face-to-Face Interview : After pass the candidate in primary
interview and getting permit to do the face to face interview there
are two steps :-
 Test : before going to the interview there is one step and that is
the employment tests. These tests are done to check the ability of
the candidate. These tests change as per the need of the particular
job. these tests are intelligence tests, aptitude tests, interest test,
personality tests etc. these tests must be designed properly
otherwise they will not good indicator of one knowledge.
HR-F007 INTERVIEW WRITTEN EXAM

24. Job Interview
 Formal Interview: Next step when finish form the test,
Start the interview and There is a paper contains important
questions , also there is application form to through which
can determine the strengths and weaknesses of the
candidate .
 Checking references: before selecting the employ the
prospective employee generally look out for the referees
given by the candidate. To check about the candidate’s
past record, reputation, police record etc.

25. Selection
 Selection Decision: After obtaining all the information,
the most critical step is the selection decision is to be
made. The final decision has to be made out of applicants
who have passed preliminary interviews, tests, final
interviews and reference checks. The views of line
managers are considered generally because it is the line
manager who is responsible for the performance of the
new employee.
 Physical Examination: The organizations generally prefer
medical examination to be incurred of the person to avoid
time and expenditure spend on the medically unfit person.
Sometimes the organization may ask the candidate to get
them examined from the medical expert.

26. JOB OFFER
 Job Offer: The next step in selection process is job offer to those
applicant who have crossed all the previous hurdles. It is made by way of
letter of appointment . The hiring manager is the one who has the final say in
making the job offer, but recruiters or HR staff might have a different
perspective bout the candidate. This is why communication between the
recruiter or HR. staff person and the hiring manager is so important. In
addition, if there's a panel. interview, a discussion about the candidate should
take place to get the benefit of the. panel members' perceptions about the
candidate. Therefore, before making an offer, your HR staff might poll the
members of an interview panel or confer with the hiring manager to discuss
the candidate's suitability for the role. The salary. and benefits package were
decided upon earlier in the recruitment process, often as early as the
determination of the need for a position. The candidate may sign the offer and
return it back; the candidate has the right to reopen negotiation at this point of
process.
HR-F009 JOB OFFER

27. Probationary Period
 On-Board And Probationary Period : After signing the job offer, the
applicant signs a 3 months probationary employment contract.
The probationary period is the initial period of employment, a kind of
“trial period”, during which the supervisor carefully considers whether the
employee is able to meet the standards and expectations of the job.
Under special circumstances a probationary period may be extended for
another 3 months if the supervisor needs more time to assess the
employee. An extension must be requested at least one week in advance of
the end of the probationary period and all extensions need to be approved
by the HR manager.
HR-F010 PROBATIONARY REVIEW FORM

28. Probationary Period
 Probationary Period Review: If a supervisor decides to keep the
employee on staff beyond the probationary period, he or she must
complete a Probationary Review Form and return it to HR department.
 Confidentiality and data protection: All information gathered in
the recruitment and selection process, including CVs, application forms,
letters, notes, references and other communications, is confidential to
those involved in the Recruitment and Selection process and must not be
disclosed to any third parties.

29. Recruitment and Selection
Conclusion
To fill a vacancy created in an organization it should
be filled by a right person at right time at right cost.
If recruitment and selection goes right the goal is
achieved. Also it includes cost so it should be done
at predetermined cost.

30. THANK YOU !
Any Question !!