Group project (chapter 8) 20 marks

Best Practice for HR policy in

Recruitment and Selection
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%a*le of $ontents
ADNOC..................................................................................................................... 1
1.Introduction.......................................................................................................... 3
2. The recruitment and selection process............................................................4
3. Step 1: Initiate recruitment.................................................................................4
Stage 1 Internal Departmental!Agenc" mo#es
$
Stage 2 Surplus $
Stage 3 %ider Ci#il Ser#ice $
Stage 4 & '(ternal )
4. Step 2: Ad#ertising the #acanc"........................................................................)
Acti#it" 1: %riting a *o+ description!person
speci,ication -
$. Step 3: Designing the selection process..........................................................-
Acti#it" 2: Selection mar.ing schemes /
). Step 4: 0anaging!shortlisting the applicants ................................................./
-. Step $: Inter#ie1ing candidates........................................................................2
Inter#ie1 duration 2
Inter#ie1 structure 2
Creating Competenc" +ased Inter#ie1
3uestions 14
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+, )ntroduction
*u !ha*i "ational #il $ompany (!"#$) was established in 1971, to operate in all
areas of the oil and gas industry and since then has steadily broadened its activity
establishing companies and subsidiaries and creating an integrated oil and gas
industry in Abu Dhabi. Today, the company manages and oversees oil production of
more than 2.7 million barrels a day which rans it among the top ten oil and gas
companies in the world.
The !upreme "etroleum #ouncil $!"#%, chaired by &.&. !heih 'halifa (in )ayed
Al*+ahyan, "resident of the ,A- and .uler of Abu Dhabi, formulates and oversees
the implementation of Abu Dhabi petroleum policies
/ver the past three decades, AD+/# has e0panded its business activities, enhanced
its competitive position and managed to become one of the world1s leading oil
companies with substantial business interests in upstream and downstream activities,
including transportation, shipping, mareting and distribution.
!"#$-s efforts in the e0ploration and production field have concentrated on
assessing undiscovered reserves and optimi2ing hydrocarbon recovery by improving
the reservoir management. AD+/# is committed to sustainable development,
ensuring a harmonious balance between people1s needs and -arth1s resources, while
its trac record in &!- sets the standard for the rest of the Arabian 3ulf.
4n the last few years significant achievements were made in the e0pansion and
development of gas fields to meet increased demand from industry gas users and gas
in5ection re6uirements in order to enhance the oil and condensate recovery from the
producing fields.
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!"#$ has 17 subsidiary companies woring in the various fields of the oil, gas and
petrochemical industry as well as crude oil and gas transport and services. They
include !$#. !(/#P$#. GS$#. !GS. 0!$#. %1R''R. "!$. '
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http://www.adco.ae/en/adnocgroup/pages/aboutadnoc.aspx
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S"!.)RSH!. 2'R%)3. B#R#&G'. "GS$#. !"%$# and !"#$
!istri*ution
8Recruitment is the process of having the right person, in the right place, at the right
time. It is crucial to organisational performance.9 $#4"D recruitment factsheet,
:arch 2;12%.
.ecruitment, whether this is from e0ternal or internal sources, is a critical part of your
role as a manager. 4n many ways, it1s one of the most important <investment
decisions< you can mae. .ecruiting people who are right for the organisation means
stronger teams, higher performance and lower turnover as motivated employees are
less liely to leave. 3etting the right people is good for the organisation and good for
the person.
This guidance will provide an overview of the generic #ivil !ervice wide recruitment
and selection processes, as well as an overview of how you
4nitiate recruitment
Advertise the vacancy
#onsider applications and use appropriate selection methods
#onduct an interview
4nduct and bring on board the new member of staff
2, %he recruitment and selection process
(efore you embar on initiating recruitment, you need to identify that the vacancy
needs to be filled. 4t could be, for instance, that a reorganisation may change the
nature and content of the 5ob or if the 5ob is full time, it could be 5ob shared, home
wored or met through other woring patterns. -6ually, is there a need to eep the
current grade level both in the short and long term=
&aving identified the fact that the vacancy e0ists, you now need to initiate the
recruitment.
4, Step +5 )nitiate recruitment
4n order to initiate recruitment, you first need to find out if you have authority to fill
the vacancy> Do you have authorisation to recruit= As a manager with a post to fill,
the first decision is whether or not you can fill a vacancy. A vacancy could, for
e0ample, be for an e0isting role that someone has left or a newly re6uired role. The
decision about whether a post can be advertised must be discussed?approved by a
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member of the senior management team, finance partners and $typically if there are
more than @ posts to fill% with the worforce planning team. #hec with your
Departmental policy as to your e0act initiation approval re6uirements?process. /ther
options need to be e0plored before a post can be advertised such as whether or not a
surplus member of staff, a priority mover, someone re6uiring a move lined to
disability or someone returning from a career brea could undertae the wor. Aou
may also wish to consider filling the role with a loan appointment.
4f a decision is made to advertise the vacancy, the following four stages must be
followed. +ote that it is possible to miss out stage one and move straight to stage two.
!tage 1 * 4nternal Departmental?Agency moves
This is where your Department?Agency goes through your own surplus?redeployment
pool to see if there are any potential surplus candidates within the Department to tae
the 5ob. .edeployment opportunities have to be considered before you can go on to
advertise a vacancy more widely.
4f there is no*one within your surplus pool, then it can be opened to your whole
Department?Agency for level transfer $i.e. applicants from the same grade as that
advertised can apply%.
!tage 2 * !urplus
This stage is lined to a central agreement between Departments, where the #abinet
/ffice and Trade ,nions see to redeploy people from the #ivil !ervice wide surplus
pool $including accredited +D"(s%. The vacancy must be advertised at this stage for
ten woring days. /nly those who are registered as surplus will be able to apply for
the vacancy. 4n some cases where this stage is unliely to provide applicants with the
re6uired sills $e.g. very specialist posts% an e0emption to run this stage concurrently
with stage three may be permitted. Civil Service Resourcing has to agree this
e0emption. Burther information about the .edeployment "olicy is available through
your Departmental?Agency intranet or contact &. !hared !ervices.
!tage C * Dider #ivil !ervice
This stage allows vacancies to be advertised to all civil servants, regardless of grade
or Department within a region and, if the Department wishes, across regions. 4t is best
practice to leave the vacancy at this stage for another ten woring days but there is no
mandate to say how long the vacancy should stay advertised. !ome Departments
leave advertisements for a wee, others advertise for three wees. 4t is entirely up to
the vacancy holder $i.e. the manager who has the vacancy% and the
Department?Agency.
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!tage 7 E -0ternal
The 5ob can usually only progress to stage four when the internal pools have been
e0hausted. The 5ob should stay on the 5obs portal but can be advertised via other
means e.g. ,niversal Fob match, newspapers, 5ob websites etc. #hec your
Departmental?Agency policy for who needs to authorise this stage. +ote> as from
:ay 2;1;, there has been an e0ternal recruitment free2e. To recruit a member of staff
from outside of the #ivil !ervice, you will re6uire your "ermanent !ecretary1s
approval.
All 5ob vacancies in the #ivil !ervice are advertised on the #ivil !ervice /nline Fobs
portal. #hec your intranet or contact &. if you do not now how to access this and
use the /nline Fobs "ortal. The /nline Fobs "ortal provides a standard way of
advertising vacancies to everyone in the #ivil !ervice and allows 5ob applicants to
search for vacancies using various search criteria and to set up alerts. Gacancy
holders decide how to handle the actual recruitment process using a range of methods.
6, Step 25 d7ertisin8 the 7acancy
To complete the 5ob template, you need basic information about the 5ob. The first is
the 5ob title. :ae this as simple and 5argon free as possible so that 5ob applicants
will easily understand the role they are applying for. Aou will also need to specify the
number of vacancies as well as the type of role, region, and grade. "otential
applicants can use these as well as other criteria such as salary to search for relevant
vacancies.
9ritin8 the jo* description
The ne0t step is to write the 5ob description. This should be clearly written, give
enough information about the post and its duties for applicants to decide whether it is
right for them. Avoid using any Department specific terms and acronyms as these
will not be readily understood by people in other government departments or e0ternal
candidates.
.eview the relevant professionsH information if appropriate and remember that you
can attach role profiles or other additional information about the vacancy if you want
to.
"reparing a 5ob description is not a legal re6uirement but it is used within the #ivil
!ervice to describe the scope of the wor, and clarify what applicants will have to do
in the role. Thin of a 5ob description as a 8snapshot9 of a role. The 5ob description
communicates clearly and concisely what responsibilities and tass the role entails. A
good place to start would be the previous incumbentHs ob5ectives.
The 5ob description includes the person specification. This is designed to identify the
specific attributes which will be needed in order to carry out the role successfully.
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-0amples may include a specific 6ualification or previous e0perience which is
relevant to the post. These may be different from the attributes held by the present or
previous incumbent. !ince the recruitment and selection processes are normally
competitive, the personal attributes specified should be identified as either being
essential re6uirements to perform the role, or as being desirable. 4f your
Department?Agency has signed up for e*recruitment, this process may be done
directly online. Also, chec your intranet for any applicable forms.
Activity 1> Driting a 5ob description?person specification
Download a copy of your Department?AgencyHs 5ob description?person specification
forms and then complete these forms for your approved vacancy.
$hoosin8 the competencies
Gacancy holders often include competencies as part of the application. #ompetencies
let applicants now about how the 5ob is to be done. /n the /nline Fobs portal, you
can choose whether to include competencies, how many $up to I% and the competency
framewor you have decided to use. The range of competencies available for
inclusion in the competency section of a Fob Description is as follows>
':ample of approach to *lendin8 8eneric and other competency elements5
,sing the #!#B as the start point for the definition of competency elements, consider
what additional professional re6uirements define this position, and also consider any
statutory, regulatory or other elements that need to be adhered to. The choice of
competencies can vary with conte0t, as is shown in Attachments 2 and C.
'rror5 Reference source not found is an e0ample of one set of choices which
demonstrate the blending of #!#B and elements of a professional framewor for a
management level 5ob within a particular profession.
'rror5 Reference source not found demonstrates an operational role in which all
ey responsibilities and related competency re6uirements are fully covered within the
#!#B model.
;, Step 45 !esi8nin8 the selection process
4mplement appropriate assessments E deciding how you will measure an
individualHs ability in particular areas of the 5ob.
!hort list candidates.
"rovide appropriate feedbac to candidates E assessment feedbac should be
completed and, with a view to adhering to best practice process standards, issued
to candidates before progressing to the ne0t stage of the vacancy process.
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Guaranteed )nter7ie< Scheme (G)S)
+ote that where a candidate applies under the 34!, they only need to meet the
minimum criteria for each stage in order to progress to interview E this is ey where a
scoring system has a possible range of scores.
The selection criteria are based on the 5ob description?person specification written
earlier and on the competencies specified. Department?Agencies usually have a
maring scheme defined and may have forms already created for you to 8score9
applicants. Bor e0ample, in the &ome /ffice, the 8shortlist maring sheet9 includes
the ratings below.
.ating Description
@ Demonstrates positive evidence of a high level of competence with no
substantial negative evidence
7 Demonstrates positive evidence of competence with little negative evidence
C Demonstrates similar amounts of positive evidence and negative evidence of
competence
2 Demonstrates some positive evidence of competence, but with significant
negative evidence
1 Demonstrates little or no positive evidence of competence, along with
considerable negative evidence
Activity 2> !election maring schemes
#hec on your intranet for your Department?AgencyHs sift?interview rating schemes
and ensure that you are familiar with the rating system.
=, Step 65 (ana8in8>short/listin8 the applicants
/nce you have received all of the applications, you will need to sift them to decide
who to advance to the ne0t stage. Aour selection criteria may include sifting
applications to ensure applicants meet the re6uired 6ualifications?e0perience specified
or scoring competency statements using an agreed scoring ey. As well as
recognising these criteria from the applications, you may also need to thin at this
stage, about any gaps or inconsistencies from the applications, which might need
further probing at interview stage. A standard setting discussion should be held prior
to undertaing the sift to establish the sift criteria to be used.
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?, Step ;5 )nter7ie<in8 candidates
&aving defined the 5ob, attracted the candidates and managed the applications you are
now at the selection stage. This involves interviewing the candidates and maing a
final selection.
4nterview duration
Typically you will interview for about 7@ minutes. $Again, consult your
Departmental guidance on recommended duration%. During this time you need to
remember that the interview is a two way process>
1. Bor you to gather the evidence re6uired to decide if the candidate has the ability
and?or potential to be successful in the role you are recruiting for. The interview will
also allow you to>
Test the candidate1s suitability for the re6uirements of the role
3uarantee fair treatment at the interview for all candidates by treating them in a
demonstrably e6ual manner
3ive all candidates an opportunity to e0press their views and present their
evidence
!core candidates based on the re6uirements of the 5ob
.ecommend which candidate should be offered the position and produce an
order of merit based on scores achieved
2. Bor the candidate to decide if the role and the Department?Agency is right for them.
4nterview structure
.efer to your Departmental?Agency procedures to find out any specifics for your
organisation about interview structure.
A good interview starts with e0cellent preparation. This gives interviewers the
necessary self*confidence as the discipline of preparation is needed to ensure that the
interview gets all the information re6uired in order to achieve the interview1s purpose.
Bor most interviews, there will generally be a #hair and panel member$s%. "lease refer
to Appendi0 A where you will find a checlist for effective #hairs
&aving prepared your interview structure in advance read all the necessary material
and prepare the room. Aou will need to thin about how you gather evidence. Bor this
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you will need to e0plore #ompetency*(ased interviewing which is covered in the ne0t
section.
$#"$3&S)#"
The interview will be based on the competencies that you previously defined for the
5ob role and, in line with the policies of most departments, these will have been the
competencies used to sift the interview candidates. The number and choice of
competencies against which interviews will be conducted will be based upon the
determination by the vacancy holder of the business priorities and departmental policy
re6uirements which apply. &owever in practical terms it is unliely that more than I
competencies could be assessed in a standard 7@ minute interview.
4nterview 6uestions should be based on the re6uired competencies. Juestions should
be used to give the candidate every opportunity to demonstrate competence in this
area.
#reating #ompetency based 4nterview 6uestions
Thin about the 5ob you are filling and its ey competency re6uirements. 4n order to
generate interview 6uestions choose C relevant competencies and write C 6uestions
which will give a candidate the opportunity to demonstrate whether or not they
possess the necessary competencies for this post
$han8in8 and )mpro7in8
"eople who are effective in this area are responsive, innovative and see out
opportunities to create effective change. Bor all staff, itHs about being open to change,
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suggesting ideas for improvements to the way things are done, and woring in
KsmarterH, more focused ways. At senior levels, this is about creating and contributing
to a culture of innovation and allowing people to consider and tae managed riss.
Doing this well means continuously seeing out ways to improve policy
implementation and build a leaner, more fle0ible and responsive #ivil !ervice. 4t also
means maing use of alternative delivery models including digital and shared service
approaches wherever possible.
(akin8 'ffecti7e !ecisions
-ffectiveness in this area is about being ob5ectiveL using sound 5udgment, evidence
and nowledge to provide accurate, e0pert and professional advice. Bor all staff, it
means showing clarity of thought, setting priorities, analy2ing and using evidence to
evaluate options before arriving at well reasoned 5ustifiable decisions. At senior
levels, leaders will be creating evidence based strategies, evaluating options, impacts,
riss and solutions. They will aim to ma0imi2e return while minimi2ing ris and
references
Becer! "#! Human capital: A theoretical and empirical analysis with special
reference to education, $n%&ers%t' o( )h%cago *ress! )h%cago! +,! 1993.
)hera-%e! ./! 0) #tur-an1 2 3a4sh! 56xecut%&e career -anage-ent:
sw%tch%ng organ%7at%ons and the boundar' 4ess career8! Journal of Vocational
Behavior, &o4. 32! no. 2! 2007! pp. 3239342.
:e4er'! ;6 1 :< :ot'! 50odes o( theor%7%ng %n strateg%c hu-an resource
-anage-ent: tests o( un%&ersa4%st%c! cont%ngenc' and con(%gurat%ona4
per(or-ance pred%ct%ons8! Academy of Management Journal, &o4. 39! no. 4!
1996! pp. 802935.
https>??civilservicelearning.civilservice.gov.u?competency*framewor?welcome
www.sagepub.co-/up-9data/53256=ch=4.pd(
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