People theory

Recruitment and selection

Recruitment, selection and training

Recruitment is the process of identifying that the organisation needs to employ someone up to the point at which application forms for the post have arrived at the organisation. Selection then consists of the processes involved in choosing from applicants a suitable candidate to fill a post. Training consists of a range of processes involved in making sure that job holders have the right skills, knowledge and attitudes required to help the organisation to achieve its objectives. Recruiting individuals to fill particular posts within a business can be done either internally by recruitment within the firm, or externally by recruiting people from outside. The advantages of internal recruitment are that: 1. Considerable savings can be made. Individuals with inside knowledge of how a business operates will need shorter periods of training and time for 'fitting in'. 2. The organisation is unlikely to be greatly 'disrupted' by someone who is used to working with others in the organisation. 3. Internal promotion acts as an incentive to all staff to work harder within the organisation. 4. From the firm's point of view, the strengths and weaknesses of an insider will have been assessed. There is always a risk attached to employing an outsider who may only be a success 'on paper'. The disadvantages of recruiting from within are that: 1. You will have to replace the person who has been promoted 2. An insider may be less likely to make the essential criticisms required to get the company working more effectively 3. Promotion of one person in a company may upset someone else.

External recruitment
External recruitment makes it possible to draw upon a wider range of talent, and provides the opportunity to bring new experience and ideas in to the business. Disadvantages are that it is more costly and the company may end up with someone who proves to be less effective in practice than they did on paper and in the interview situation. There are a number of stages, which can be used to define and set out the nature of particular jobs for recruitment purposes: Job analysis is the process of examining jobs in order to identify the key requirements of each job. A number of important questions need to be explored: the title of the job

to whom the employee is responsible for whom the employee is responsible a simple description of the role and duties of the employee within the organisation. Job analysis is used in order to: 1. Choose employees either from the ranks of your existing staff or from the recruitment of new staff. 2. Set out the training requirements of a particular job. 3. Provide information which will help in decision making about the type of equipment and materials to be employed with the job. 4. Identify and profile the experiences of employees in their work tasks (information which can be used as evidence for staff development and promotion). 5. Identify areas of risk and danger at work. 6. Help in setting rates of pay for job tasks. Job analysis can be carried out by direct observation of employees at work, by finding out information from interviewing job holders, or by referring to documents such as training manuals. Information can be gleaned directly from the person carrying out a task and/or from their supervisory staff. Some large organisations specifically employ 'job analysts'. In most companies, however, job analysis is expected to be part of the general skills of a training or personnel officer.

Job description
A job description will set out how a particular employee will fit into the organisation. It will therefore need to set out: the title of the job to whom the employee is responsible for whom the employee is responsible a simple description of the role and duties of the employee within the organisation. A job description could be used as a job indicator for applicants for a job. Alternatively, it could be used as a guideline for an employee and/or his or her line manager as to his or her role and responsibility within the organisation.

Job specification.
A job specification goes beyond a mere description - in addition, it highlights the mental and physical attributes required of the job holder. For example, a job specification for a trainee manager's post in a retail store included the following: 'Managers at all levels would be expected to show responsibility. The company is looking for people who are tough and talented. They should have a flair for business, know how to sell, and to work in a team.' Job analysis, description, and specification can provide useful information to a business in addition to serving as recruitment instruments. For example, staff appraisal is a means of monitoring staff performance and is a feature of promotion in modern companies. In some

companies, for example, employees and their immediate line managers discuss personal goals and targets for the coming time period (e.g. the next six months). The appraisal will then involve a review of performance during the previous six months, and setting new targets. Job details can serve as a useful basis for establishing dialogue and targets. Job descriptions can be used as reference points for arbitrating in disputes as to 'who does what' in a business.Selection involves procedures to identify the most appropriate candidates to fill posts. An effective selection procedure will therefore take into consideration the following: keeping the costs of selection down making sure that the skills and qualities being sought have been identified, developing a process for identifying them in candidates making sure that the candidates selected, will want the job, and will stay with the company. Keeping the costs of selection down will involve such factors as holding the interviews in a location, which is accessible to the interviewing panel, and to those being interviewed. The interviewing panel must have available to them all the necessary documentations, such as application forms available to study before the interviews take place. A short list must be made up of suitable candidates, so that the interviews do not have to take place a second time, with new job advertisements being placed. The skills required should have been identified through the process of job analysis, description and specification. It is important then to identify ways of testing whether candidates meet these requirements. Testing this out may involve: interviewing candidates asking them to get involved in simulated work scenarios asking them to provide samples of previous work getting them to fill in personality and intelligence tests giving them real work simulations to test their abilities.

Induction and training

New workers in a firm are usually given an induction programme in which they meet other workers and are shown the skills they must learn. Generally, the first few days at work will simply involve observation, with an experienced worker showing the 'new hand' the ropes. Many large firms will have a detailed training scheme, which is done on an 'in-house' basis. This is particularly true of larger public companies such as banks and insurance companies. In conjunction with this, staff may be encouraged to attend college courses to learn new skills and get new qualifications. Training thus takes place in the following ways: 1. On the job - learning skills through experience at work 2. Off the job - learning through attending courses. Promotion within a firm depends on acquiring qualifications to do a more advanced job. In accountancy for example, trainee accountants will be expected to pass exams set by the Association of Chartered Certified Accountants (ACCA). At the same time, a candidate for promotion must show a flair for the job. It is the responsibility of the training department within a business to make sure that staff with the right skills are coming up through the firm or being recruited from outside. The Association of Chartered Certified Accountants has 300,000 members and students throughout the world. It is a professional body setting standards for the accountancy profession.

To be properly qualified, accountants must have passed examinations that make them eligible for membership of one or more professional accounting bodies, such as ACCA. Typically accountants will improve their knowledge and experience by taking courses run and organised by ACCA during their professional training enabling them to develop and enhance their careers. Induction is the process of introducing new employees to an organisation and to their work responsibilities in that organisation.

Find people case studies

Recruitment and selection at Enterprise Rent-A-Car Edition 14 This case study explores how Enterprise ensures it has the right people and skills to achieve its business aims and objectives.

Recruitment and selection in the energy industry Edition 14 study focused on how ScottishPower manages its recruitment and selection processes to attract people with relevant skills and competencies into the energy industry.

Recruitment and selection Edition 13 This case study looks at how Tesco ensures it has the right number of people in the right jobs and at its structured process for recruitment and selection.

The recruitment, selection and training of people at Arcadia

Edition 11 This case study helps students understand recruitment, selection, training and development.

Using effective recruitment to retain competitive advantage Edition 10 As a result of reading the Case Study, students should be able to: explain the importance of employee recruitment procedures as a means of maintaining competitive advantage, understand the purpose of a vision supported by values as a focus for corporate strategy, appreciate the need for business organisations to develop their core competences.

Recruiting, selecting and training for success Edition 10 As a result of carefully reading the Case Study, students should be able to: outline the key stages and processes involved in a recruitment process, understand why McDonalds places high emphasis on its people and the recruitment process, know that McDonalds is committed to training its employees.

Using management training to build a better business Edition 7 This edition 7 case study is from Travis Perkins.

Glossary Related Theory

Recruitment, selection and training Recruitment and training

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Read more: http://businesscasestudies.co.uk/business-theory/people/recruitment-andselection.html#ixzz256N5Yfun INTRODUCTION

The college aims to attract, select and retain the best candidate to any given vacancy within the college. The college is committed to safeguarding and promoting the welfare of children and young people and expects all staff and volunteers to share this commitment and complies with safeguarding children and safer recruitment in education, January 2007. Equality of Opportunity underpins all our policies, procedures and practices. Statistical information on all stages of the recruitment exercise will be collated to inform the college of performance. Managers are empowered to make the key decisions in recruiting and selecting their teams and this procedure sets the standard required to recruit the best candidate for the college. The procedure for the recruitment and selection of temporary employees is outlined in section 3 of this document. All those taking part in the Recruitment Process must have undertaken training. The introduction on the job description will be used internally and on web-based adverts to describe the role. For advertisements in publications eg press, detailed descriptions are not usually given, however, information used will be taken from the job description.

STAGES IN THE PROCEDURE Establishing a Vacancy This process should begin as early as possible (e.g. as soon as a resignation is received, a job move agreed or the need for a new task to be completed is identified). Suitable alternatives to recruitment should be considered: tion:

Any changes to existing staff members duties will be reasonable in view of current role, with an opportunity to discuss and agree the changes. Consideration should be given to exactly why the job exists and what the job entails. This will involve analysing the current job and will involve: Page 2 of 6 Owner: Tracey Thompson Created on: September 2007 Version 5 Agreed
by Unions: 3rd February 2012 Stage 1 Impact Assessment: 3rd February 2012 Stage 2 Impact Assessment:N/A Review Date: February 2013

Identifying the purpose of the job within the related area or department;

If the vacancy is a new post it will need to be evaluated through the gauge job evaluation system. Filling the Vacancy A Manager requesting authorisation to recruit initiates the first stage by completing a Recruitment Requisition Document and by formulating an appropriate Job Description and person specification which will detail the duties, responsibilities and terms and conditions appropriate to the post. This is then subject to the appropriate authorisation. Both documents are available in a template form on the Staffnet to ensure consistency. Job Description The job description includes a section on the skill and qualifications required of the post holder. It is the responsibility of the candidate to ensure they list all of their qualifications and professional membership on the application form and if offered the role to provide proof of qualifications and memberships. It is the responsibility of the manager to accurately specify which qualifications are essential. It is important to ensure that full consideration is taken ofthe teaching regulations that are in place for further education and ensure that any potential new employees are in a position to meet the regulations in the timeframes specified. It is the responsibility of Human Resources to track the proof of qualifications and liaise with the candidate before they join to ensure that this and all pre employment checks are underway before commencement of employment. Some checks will need to be complete before employment begins. Candidates need to be aware that failure to provide evidence of qualifications could result in the offer being withdrawn. This will be made explicit to them during the recruitment process. All documentation should be checked for equal opportunities implications. At this stage, the document is forwarded to Human Resources along with the copy of the Job Description. Human Resources will forward both documents to the staffing panel for consideration. If the request is not approved, the Recruitment Requisition Document is returned to the originator. If approved, the staffing panel forwards the document to Human Resources to action and confirms the outcome of the panel to the recruiting manager. Upon receipt of the recruitment requisition document, Human Resources contacts the Recruiting Manager to confirm the action to be taken and negotiate all appropriate timescales, i.e. date of advertising, closing dates, proposed dates for the selection process. Consideration should be given to undertaking appropriate positive action if one group has been underrepresented in a given post in the present year. Human Resources arrange and place the advertisements in an appropriate medium for all vacant posts. In the first instance consideration should be given to placing the vacant role internally. Page 3 of 6 Owner:
Tracey Thompson Created on: September 2007 Version 5 Agreed by Unions: 3rd February 2012 Stage 1 Impact Assessment: 3rd February 2012 Stage 2 Impact Assessment:N/A Review Date: February 2013

When advertising externally, all vacancies will be placed with the Job Centre and on-line medium including FE jobs. Publications will be used where it is considered to be the best option. Advertisements will only be placed once the Recruiting Manager has approved the draft. All internal advertisements are placed on the colleges intranet (staffnet). The advert will specify a closing date and time for receiving completed applications. It will also include the format applications should be in and selection process dates; applicants will be advised that if they have not been contacted by the selection process date then their application has been unsuccessful. Where appropriate, the advert will state that successful candidates will require a CRB check and the job description will state The college is committed to safeguarding and promoting the welfare of children and young people and expects all staff to share this commitment. All information relating to the vacancy will be available in an appropriate, accessible format on request. Shortlisting and Selection Managers will shortlist applications following the closing date and time and within five working days. The shortlisting criteria is taken from that identified on the person specification and must be used to select candidates for the Selection Process. Human Resources will contact all short listed candidates, in writing, advising them of the selection process day, time, venue and format and giving at least seven days notice. The letter will include asking candidates to liaise with Human Resources if they have any special requirements at any stage in the process. Human Resources do not usually contact candidates who have not been short listed to inform them that their application has been unsuccessful unless the candidate was internal to the college. If requested, Human Resources will arrange for managers to contact unsuccessful candidates at this stage. Selection process: at this stage, a candidates right to work in the UK must be verified in order to comply with legislation. Human Resources will liaise on how this takes place. It is essential that a robust process takes place including a formal competency based interview, presentation for delivery posts and any other relevant objective assessments in line with Equal Opportunities. An interview panel will never be less than two individuals. The interview panel will ensure all candidates are appropriately welcomed and fully informed of: ct during the process

All interview questions and tasks will be appropriate to the requirements of the post and in line with equality and diversity. All interview/task materials will be available in an appropriate, accessible format on request. The use of Psychometric Tests can only be carried out by appropriately qualified personnel and in accordance with the guidelines produced by the Test Publisher and best practice as identified by the Chartered Institute of Personnel and Development. Psychometric tests will be used as part of assessment centres and for specific roles where relevant to the assessing specific criteria and will only be one part of the process. Page 4 of 6 Owner: Tracey Thompson Created on: September 2007 Version 5 Agreed by Unions: 3rd
February 2012 Stage 1 Impact Assessment: 3rd February 2012 Stage 2 Impact Assessment:N/A Review Date: February 2013

Offer Following the Selection Process, the lead interviewer will contact the successful candidate to make a verbal offer of employment which is subject to a number of pre employment checks. The pre employment checks are:

Satisfactory medical clearance Should the preferred candidate decline the offer and there is a second choice that meets the requirements of the post an offer can subsequently be made. Managers must ensure that an offer is not made until the candidates Right to Work in the UK has been received. Human Resources follow the verbal offer through with a written offer of employment and by instigating the formal checks, which all offers are subject to. A start date will not be confirmed until a CRB has been received. Human Resources will also write and advise unsuccessful candidates that verbal feedback is available from a named interviewer. All employees new to the college are required to complete a period of Probationary Review before being confirmed in post. This will usually take six months but can be extended if required but not go beyond nine months. During the probationary period the capability procedure is not deemed appropriate to support issues of concern. All new starters are supported through an induction programme. Induction The college is committed to ensuring that new employees receive an appropriate induction which will familiarise them with the organisation, their department and their role. The college holds first day inductions the details of this is included in offer letters. Managers are responsible for providing departmental and role inductions. Documentation At all stages of the Recruitment and Selection process all employees engaged in the recruitment process will make notes on each candidate. All relevant documentation will be collated on every applicant at the end of the process and retained by Human Resources for a period of nine months. Page 5 of 6 Owner: Tracey Thompson Created on: September 2007 Version 5
Agreed by Unions: 3rd February 2012 Stage 1 Impact Assessment: 3rd February 2012 Stage 2 Impact Assessment:N/A Review Date: February 2013

PROCEDURE FOR RECRUITING TEMPORARY (SESSIONAL) EMPLOYEES STAGES IN THE PROCEDURE A Manager collects a Recruiting for Sessional Work pack from Human Resources. This is a selfcontained pack, which has the documentation essential to complete the process. It also contains a candidate pack to ensure that procedures are not compromised by the need to recruit in a timely manner. In order to progress and protect our Equality and Diversity Agenda, all recruitment for temporary members of staff should be placed internally and on our website. However, there may be occasions where this is not feasible, for example, where immediate cover is required or if the advertising route has been exhausted without success. All candidates will be required to complete a candidate pack including an application form. The following forms are also given to the candidate to ensure that there is no delay in the process: Candidate information sheet Bank details form Pension fund form P46 Form for Tax purposes Criminal Record Background form Sessional hours claim form Procedure for claiming sessional work Submission deadlines for claim forms Procedure for reporting unfit for work SIR form Pre-employment medical questionnaire
An interview should be held for all temporary posts. The Recruitment Process will be in line with that for permanent posts. Managers should be aware that all pre employment checks necessary for permanent posts are completed the same for sessional posts. This includes a CRB check in place prior to starting employment. The interviewer will contact the successful candidate to make a verbal offer of employment. As this is legally binding, it is vital that all offers follow the same format. The Notification of Appointment Sheet contains a checklist of what needs to be outlined in the offer. (managers should note the above paragraph and not arrange start dates until the CRB has been completed and returned from the bureau) The interviewer should also ask the candidate to complete and return the documents contained in the application pack. This is essential for Human Resources to instigate the required checks and for the individual to be placed on the payroll. In all cases, Human Resources needs to be aware of a new starter before they commence their employment, failure to comply with this may result in instigation of the colleges disciplinary procedure. The Manager records the offer and employee details on the Notification of Appointment form, which should be forwarded to Human Resources. Temporary (Sessional) employees will be supported with an induction. Page 6 of 6 Owner: Tracey Thompson Created
on: September 2007 Version 5 Agreed by Unions: 3rd February 2012 Stage 1 Impact Assessment: 3rd February 2012 Stage 2 Impact Assessment:N/A Review Date: February 2013

AGENCY STAFF Only Human Resources are authorised to book staff via agency. In line with safeguarding practice the HR team will ask the agency for proof that a CRB has been completed, references received and qualifications verified. EQUALITY AND DIVERSITY The college will ensure that reasonable adjustment are made to enable disabled employees to carry out their roles on commencement of duties where reasonably possible. In order to monitor the fairness and address any issues relating to this procedure and its implementation in respect of Equality and Diversity, monitoring, reporting and analysis of aspects of the process will be carried out. This will be completed by Human Resources and will be reported to the Equality and Diversity Steering Group in order to inform the college of performance outlined in the Equality and Diversity Scheme