What are the steps to be taken to integrate the theory of recruitment and selection in the work place?

Step 1: Identification of a Vacancy The Line Manager identifies a vacancy for reasons that may include: Staffing changes e.g. Secondment, resignation, termination, retirement, leave; and/or Work requirement changes e.g. Creation of a new position, temporary additional workload. Step 2: Review the need for the position/to fill the vacancy. The Line Manager will review the short/long term requirement for the position and the need to fill the vacancy. In so doing the Line Manager will consider the Staffing Plan/profile for the work area, the Budget, Current / Future Requirements, Job Skill Requirements, the Occupancy required meeting need (e.g. ongoing, fixed term). Step 3: Determine the most effective recruitment strategy to acquire a pool of candidates The Line Manager will consider and assess the best way of attracting a pool of suitably qualified candidates, who will meet the needs of the business. Examples of methods for acquiring a pool of candidates are: Internal staff (Advertisement), Internal staff , Candidates from recent/previous recruitment activity, Professional/Industry Organizations, Recruitment Agencies/Job Network, Advertising, Internet, Journals, Newspaper. Step 4: Prepare a Request to Recruit and provide associated documentation to secure authorizations and initiate recruitment activity. The Line Manager will complete and forward to the HR Account Manager the Request to Recruit form and attach all necessary information, including: request to Recruit' form, position Description and Selection Criteria, draft Advertisement, where applicable, proposed Selection Panel, recruitment agent information. Step 5: Arrange and undertake the recruitment activity. The HR Account Manager assigned to the faculty/service centre will ensure the appropriate recruitment activity in accordance with the approved Request to recruit. Step 6: Establish Selection Panel & determine selection methodology. The Line Manager will determine the composition of the selection panel in accordance with the Universitys Selection Panel Guidelines, ensure that proposed members have been trained, secure panel membership, brief members on their role and the vacancy details and plan logistics. The selection panel will reach a shared understanding and/or agree on: the position role and accountabilities, Selection criteria, Method for short listing or pre-selection, the method of assessment of shortlisted candidates.

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Step 7: Receive and collate applications. The HR Account Manager will arrange for receipt and collation of applications. Step 8: Commence selection by reviewing applications and determine a shortlist of candidates. The Chairperson of the selection panel will ensure that all members or a representative sub-group have access to the applications, consider the information and facilitate a short listing process to identify the most competitive candidates. The selection panel (or representative sub-group) will compile a summary assessment and ranking of the candidates against the selection criteria for inclusion in the selection report. Step 9: Assess short listed candidates. The selection panel will conduct interviews and/or apply other relevant assessment methods to acquire information relevant to the universitys business needs, position role & accountabilities and selection criteria. The assessment methods should be consistently applied to all candidates for a vacancy and may include, but not be limited to: Interview, skills and aptitude test, work samples or simulations, psychological testing and reference check. Step 10: Recommend Outcome. The Chairperson will ensure that the recommendation is included into a Selection Report. The Selection Report will contain: Documentation of the short listing process (i.e. Short listing Grid), summary of assessment against the selection criteria for each shortlisted candidate (i.e. Interview notes, Referee reports), a recommendation of preferred candidate(s), remuneration to be offered and probation conditions, relocation budget, the ranking of shortlisted candidates, a documentation of referee(s) comments and the endorsement by selection panel members. The Selection Report should be completed within 1 day of the finalization of selection activities. Step 11: Obtain endorsements of recommendation in accordance with the HR Delegations. The Chairperson obtains endorsement and approval of the recommendation. This should be obtained within 1 day of submitting the Selection Report. Step 12: Verbal offer of employment to preferred candidate and discuss employment terms and conditions. The relevant Line Executive/Chairperson/Line Manager makes contact with the recommended candidate and informs them of the offer subject to relevant conditions. The contact may address: Remuneration package details, relocation budget/costs, the availability for commencement and clarify terms and conditions of appointment including tenure, probation etc.

Step 13: Advise unsuccessful candidates and make available feedback/counseling.

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The Chairperson of the Selection Committee will ensure that unsuccessful candidates are advised of the selection decision, in a timely manner preferably immediately following contact with the recommended applicant. The Chairperson is encouraged to offer and/or proactively provide feedback to candidates. Step 14: Arrange appointment and commence induction process. HR will ensure that all appointment documentation is stored on the Vacancy File and the appointment is finalized. This will include: Obtaining a signed contract of employment, Update of all information/records (e.g. ALESCO System), Ensure induction is planned and conducted and store and retention of all original recruitment and selection documentation for 12 months in accordance with relevant records management guidelines. Recruitment and selection from an HRM perspective can be summarized as four critical decisions; What/ who do we want? Where do we find the people we want? How do we attract them? How can we identify them?

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Prepared by Maneeshlall Kassinathdoss and Sintia Radegonde

Case study;

BHUMISHQ

The Bhumishq Group is an investment company with investments in Financial Services, Infrastructure and the Technology Sectors, having invested mainly in green field ventures. The Bhumishq Group has pioneered innovative ventures in Mauritius, including inter alia, the setting up and operation of the first third party Data Centre in Mauritius, the first third party payment processing company in Sub Sahara Africa and the first full service land administration technologies firm in the Indian, African and Middle Eastern region.

As founder, he has the vision of building a leading conglomerate in Mauritius with interests in sectors yielding sustainable and inclusive growth. He believes in the opportunities in and the people of Mauritius. In a few years, he has managed to identify niche sectors, identify and integrate innovators and leaders and start a number of companies that have high growth prospects today. He has also managed to build a good management and support team. While consolidating operations of existing companies in Mauritius today, his vision is to expand the operations of identified companies in the African region. Philosophies of Bhumishq One of the main philosophies driving the Bhumishq Group is to be a part of innovative ventures that make above average returns while also making a positive impact on the lives of people. The Bhumishq Group is able to attract the best talent of Mauritius, to source the best opportunities in the sectors that it operates in, and to collaborate with the best national and international partners. What set off as a young, energetic and aggressive company almost 5 years ago has now transformed into a more measurable and mature conglomerate expanding its foot-print in the Sub-Saharan African region. A large company of 200 employees in total, it comprises of the Board of Directors who are the Top Line Managenent, There is the Middle Line Management which comprises of the VP Operations, the VP Finance and the VP Technology, and at the lowest line Management , we have the Officers.

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Bhumishq deals with the most appropriate and convenient way of proceeding with recruitment, selection and training. Bhumishq considers recruiting and selecting the right people is of paramount importance to the continued success of Bhumishq. This Recruitment and Selection Policy sets out how to ensure, as far as possible, that the best people are recruited on merit and that the recruitment process is free from bias and discrimination. The main thematic change relates to monitoring the recruitment process and its outcome. Accordingly, the policy sets out a procedure to enable departments to monitor staff recruitment and to provide information to enable the appropriate committees to monitor recruitment activity across all of Bhumishq. Bhumishq follows a specific policy of recruiting, selecting and training people; 1. This policy is designed to recruit and select the best candidate for a vacancy. In doing so it also enables to take account of:

Bhumishq's equal opportunities policy. Legislation including the Sex Discrimination Act 1975 and Race Relations Act 1976, the Disability Discrimination Act 1995 and 2005, the Data Protection Act 1998, Employment Equality (Sexual Orientation) and Employment Equality (Religion or Belief) Regulations 2003 and the Race Relations (Amendment) Act 2000, The Employment Equality (Age) Regulations 2006 and the codes of practice relating to them. Advice on good practice from the Equality and Human Rights Commission, the Commission on University Career Opportunity, the Equality Challenge Unit and Opportunity Now. Requirements for compliance with UK Immigration legislation.

2. It is the responsibility of each Head of Department/Division to ensure that this policy is carefully followed within their department/division. All Heads of Departments/Division should make members of their staff aware of the obligation to familiarize themselves with and follow this policy. 3. The policy will be reviewed from time to time and amended as appropriate. (Last amended August 2008) 4. Advice on any aspect of this policy or procedures allied to it is available from the Human Resources Division. A 'Recruitment and Selection Checklist' is also provided. Normally appointments must be made in accordance with this policy and must, therefore, be subject to advertisement and interview. The Human Resources Division must approve any exceptions in advance of formal appointment, for example where a grant awarding body approves funding for a named individual to work on a particular piece of research and the grant is dependent on that individual's contribution. Recruiting managers should refer to the guidance of the surrounding the approval process to undertake academic research. All ethical issues relating to a research project should be

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identified and brought to the attention of relevant internal and external approval or regulatory bodies before a position is advertised. Financial approval for the establishment of a new post or the filling of a vacancy must be obtained before recruitment commences. Departments should therefore consult with the appropriate section of the Finance Division - Planning & Management Accounts in respect of non-research posts and Research Administration in respect of research posts. The occurrence of a vacancy is an opportunity to review the necessity for the post and its duties, responsibilities and grade. Where the duties of a post have changed significantly the Head of Department must seek confirmation from the Human Resources Consultancy team of the appropriate grade for the post, ideally before financial approval is sought. When a vacancy arises, consideration must be given to staff whose posts are being made redundant and for whom redeployment is being sought. Details of employees seeking redeployment can be found on the Redeployment Database. Recruiting managers must view this database and give consideration where appropriate prior to an advertisement being placed. Recruiting a redeployed can reduce both the time and the cost incurred in filling a vacancy. When making appointments to posts with management responsibilities1, consideration must also be given to Bhumishqs management competency expectations. For academic, research and teaching posts, consideration must be given to the expectations. These will vary according to the needs of the post, and the relevant elements should be included in the Person Specification. A job description is a key document in the recruitment process, and must be finalized prior to taking any other steps in the process. It should clearly and accurately set out the duties and responsibilities of the job and must include:

the job title (which must be sex and age neutral) the location of the job i.e. department/faculty/division/research group grade of the post the post to whom the post holder is responsible any posts reporting to the post holder main purpose of the job main duties and responsibilities any special working conditions (e.g., unsocial or shift working patterns, the requirement - for clinical posts - to obtain health clearance from a recognized medical laboratory , the requirement for a criminal record check. E. Morality Certificate.

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Items that are included in job descriptions are:

A note that indicates that, as duties and responsibilities change, the job description will be reviewed and amended in consultation with the post holder An indication that the post holders will carry out any other duties as are within the scope, spirit and purpose of the job as requested by the line manager or Head of Department/Division A statement that the post holder will actively follow Bhumishq policies including Equal Opportunities policies An indication that the post holder will maintain an awareness and observation of Fire and Health & Safety Regulations.

The person specification is of equal importance to the job description and informs the selection decision. The person specification details the skills, experience, abilities and expertise that are required to do the job. It should be drawn up after the job description and, with the job description, should inform the content of the advert. The person specification should be specific, related to the job, and not unnecessarily restrictive - for example only qualifications strictly needed to do the job should be specified. The inclusion of criteria that cannot be justified as essential for the performance of the job may be deemed discriminatory under discrimination law, if these impact disproportionately to the disadvantage of specific groups. The person specification forms the basis of the selection decision and enables the selection panel to ensure objectivity in their selection. The person specification details the:

knowledge (including necessary qualifications) skills and abilities experience aptitudes

Further particulars must include the following where they apply:

where a CV is required, candidates should be advised that it must include: education history (institution name, start and end dates of courses, qualification gained), details of membership of any professional organisations, details of current or most recent employer (name and address of current organization, job title, salary and duties), details of previous employment and how the applicants' knowledge, skills, and abilities meet the job requirements;

An advertisement is written from the job description and person specification and contains the following points:

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title of vacancy salary inclusive of travelling expenses brief details of the job key details of the person specification the necessity of a criminal records check, if required, duration of the appointment (if fixed term) how to obtain further particulars of the vacancies closing date for applications (sufficient time should be allowed to enable applicants to consider the further particulars and make their application) where known, date of interview A statement reflecting Bhumishq's commitment to equality of opportunity is automatically included in all recruitment advertisements

It is then published in news papers, posters, posted on internet, website and introduced in job fairs. Interview All interviews are conducted by a panel. The Head of Department/line manager select interview panel members prior to the closing date. This allows panel members to assist in the short listing process. Familiarity with the vacancy and preparation for the interview is a key to successful interviewing. After the closing date has passed the interview panel assesses the applications to determine which applicants are to be called for interview. Letters or e-mails to shortlisted candidates are sent and include:

date, time and place of their interview instructions on how to find their way to the interview venue A request that they contact the author of the letter/message if they have any particular requirements or to discuss the interview facilities (related to access to the venue or any other need related to a disability). if appropriate, details of any test or presentation they will be required to take or anything they should bring with them (e.g., examples of work)

Interviews may be in the form of assessments, presentation or a talk of 10 to 15 minutes on any topic relating to the company. After the interview the best and most qualified candidates are selected and an appointment letter is sent to them, with an approval of all Human Resource division. From the day of appointment, the candidates are given two weeks of training to make them understand the job where they will be introduced to the main duties and responsibilities of their post and get a full description of the job and way it has to be done the most appropriately. Prepared by BrishikaDookeesing

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2nd Issue; Training

To be coming;

1. As Human Resource Manager, how are we going to integrate training process in the workplace at the Bienvenue Pre Primary School? 2. What are the benefits I will gain from training? 3. What are the difficulties I am going to encounter?
What is training? Training is a process through which attitudes, knowledge, skills behaviors are changed through learning to achieve effective performance in activities in the workplace. It helps to develop the full potentials of individuals to fulfill the current and future manpower needs of the organization. Training, provide people with awareness of the rules and procedures to guide their behavior. It is intended to improve their performance on the current job and also prepare them for future job. Information about Bienvenue Pre Primary school. Employees; Administrator; 1 Manager; 1 HRM; 1 Teachers; 5 Cleaners; 2 Pupils; 50

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As a Human Resource Manager, how are we going to integrate training process in the workplace at the Bienvenue Pre Primary School?
A plan must be set up to describe the steps to be taken clearly to be able to integrate the training process in the Bienvenue Pre Primary School. Step1; Firstly we would make a need assessment. In this process as Human Resource Manager we shall see if there is a need for training in Bienvenue Pre Primary School. How am we going to do this is through observing and noting whether there is a gap between future requirements of the job and the current capabilities of the employees. We shall measure it in term of skills, attitudes, and knowledge. Such as whether the teachers know how to behave with the children? Do they know how to motivate the children to learn? Do they have the proper knowledge to teach students? Can they manage the kids? Can they tap out the creativity of the kids? If there is a deficiency somewhere, then we shall estimate if there is a need for training, whether a systematic training will overcome the deficiency. For example a training need analysis can be done to look at the cooperate strategy of the organization towards training. In this process, we shall make a person analysis to see what skill the employees have and what they lack to fill the gap. We shall also perform a task analysis to see the skills required to perform certain tasks and have a clear description of what the job entails what requirements are needed from the employees. For example if it is for teacher; what the job requires one to perform or if it is manager what skills is needed to perform the job among others. Step 2; Afterwards, as a Human Resource Manager we must ensure whether the employees express readiness for training. We got to see if the employees have the capacity to retain and master the content of the course. As HRM, we must also know the content of the course to see whether it suit the Bienvenue Pre Primary School objectives. We shall check the motivation level of the employees towards training that is their attitudes towards training. Through their expression of face we can see if they are happy to be going on training. If they are not happy we can give them words of encouragement so as to make them feel more at ease and also like to be on training. We can provide them with lunch food for the day and also bus fees to go for training. We can provide them with approved training center for example for Pre Primary School we can send them to Bethlehem school to get train. Such qualification is approved by the government thus will motivate the employees to accumulate qualifications. Step 3; Moreover, to ensure that the training is done in a learning environment organization, we need to create an atmosphere that is conducive to learning. We can provide those on training with books that will be available for them to make more research and gather more knowledge. As HRM, we are going put them in a learning environment. We may provide them with internet facilities at the work place which they can use after working hours to make their research and to develop them

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better. We may give them the necessary materials they may need for the training like pen, files, papers, copybooks among others. So we are providing a learning environment. Step 4; We shall ensure that the training is being transferred properly and effectively. That is to find out if the employees are understanding and mastering the training session to see if the trainees are able to apply whatever they learn in the training session at the workplace. As Human Resource Manager, for example we would observe the employees performance by following a class in which the trainee is teaching to see whether their practice has change or whether they are able to apply what they learn such as whether they are establishing their daily plans and weekly plans in the proper way. Step 5; Furthermore we shall conduct an evaluation plan. In this process as the Human Resource Manager, we shall identify what type of behavior, skills the training program is expected to influence. For example the Bethlehem training program is targeting which skill and development of the teachers? We shall carry out an evaluation design to allow us knowing whether the training program has been cost benefit or loss of time and money. We are going to compare the actual behavior with the expected behavior after the training program. For example in the Bienvenue Pre Primary School we already know what is lacking in the employees behavior such as they didnt know how to make daily planning and weekly planning among others so by making them following the training program we are expecting them to make proper daily plans and also proper weekly plan. Step 6; Through this step the training method is being selected. We shall select a training method that best suit the training programs and the trainees. As Human Resource Manager, we see which one is more cost effective; on the job training or off the job training. We must weight the pros and the cons of both method of training to choose a training method which is more effective and cheaper. That is a training program that is more convenient to adopt and also that uses fewer resources. It may be through coaching, job rotation, or special assignment. Vestibule training, training by supervisors, simulation, two years of apprenticeship, seminars, conferences, and workshops are all different types of training that can be done. Applying this to the Bienvenue Pre Primary school we shall see which one is most suitable we can choose on the job training which will make the teachers get more experience. We can settle seminars, conferences, workshops for specific programs. Step 7; And finally we shall make the evaluation of the whole program for further improvements in the future. We shall see if the objectives are effectively attained and see whether the training program has been successful. We shall carry out a Kirkpatricks Evaluation model. At the reaction level, smile sheet views can be elicited through short questionnaires to see whether employees are satisfied with the training program. At the immediate level we shall measure directly the extent to

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which the training objectives have been met in terms of knowledge, skills and attitudes of employees. In order to see if training has brought changes in the ways of doing, to see if new skills are being practice, to see if attitudes of employees has changes, to see what extent has the gap been filled, we shall make observations of employees, we shall make questionnaires of true or false, we shall also make demonstrations tests. Whether the services has been improved, whether the quality of the job has been improved. At the ultimate level, must assess the impact of training on the department and organizational performance. Whether the organization and the departments has been improved after training. Whether there is a more positive atmosphere in the organization. The impact on competitors, customers, in the workplace, the relationship between the management and the co workers and the attitudes towards work.

What are the benefits the organization will gain from training at Pre Primary School?
According to our observation, training leads to more productivity at the workplace. The employees become more productive and effective. That is the teachers find that they are more at ease with teaching and they feel more confident while working. Consequently the quality of work they do improves and they provide better services. The organizations objective is being met when the quality of the service improves. Through training the organization provide opportunities to the employees to get more knowledge and ideas about their work. Training lead to an improvement in health and safety at work. The teachers are more caring. Prevention is better than cure Training is a sort of prevention techniques that when adopted prevents many mistakes. Training allows personal growth and development of the employees. So the employees find it a good opportunity for their own growth. Productivity in the overall sense, teams, individual, in terms of output, the cooperate sense also are improved. Employees are more skillful their range of skills has been expanded. Multiskilling is being promoted. High quality employees are being attracted to the organization as learning and development opportunities are given to them. They find it an opportunity to grab to increase their level of competence and better enhance their skills. For example employees maybe feeling competent with the other colleagues and thus going their best to perform better. Thus they gain more job satisfaction. They are encouraged to gain higher rewards and to progress within the organization. Training has helped the employees to manage their change process. It has hence developed a positive culture in the organization. Customers also are much more satisfied with the high quality services. For example at Bienvenue Pre Primary school the pupils parents gets satisfied when they see that their kids are being progressed.

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What are the difficulties that we are going to encounter while integrating the training program at the Bienvenue Pre Primary School? If it is on the job training, it might disrupt the working trend. Some employees might feel annoyed others might be reluctant to accept the new work settings thus their may labor turnover. The trainees might decrease the motivation of already exist employees. Previous employees may feel insecure seeing new trainees and if it is supervision training the experienced one might not share their knowledge, skills, and experience. They may have a feeling of superiority. Usually discriminating, stereotypical behaviors in terms of color, race, religion gets generated. Training can be a loss of time of the employee. Training is expensive as the organization must pay for training of workers, provide them with resources, provide them with a lecturer thus paying the lecturer additional salary. So much investing and the results are unknown. It is a risk. Employees may divulge secrete of work to the other organization that is competitors. Spy from competitive organization may create a fuss in the organization. Off the job training, vestibule training cannot predict completely what will happen. Trainees get the problem of later adapting to the work settings as they have lack the real work environment while they were on training. For example the teachers get to know only theoretically how to manage a class they dont know in practice really how to face the situation. They lack the speed, vigor and on the work mindset. The trainees may get the tendency to adopt an idealistic approach. It might be a loss of energy, time and resources. The trainees are less motivated to work had at the off the job training as it is a less serious working atmosphere. When they join the work settings, they may get disillusioned, frustrated. The classroom settings might not suit everyone personality. Instruction is not much creative so it may make the employees less critical and less flexible. In some ways we can also say that the trainees are being brain wash.

Prepared by khadiija Goulamghoss

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Minutes of Meeting

1. First meeting; we chosen our theme and formulated our questions of the assignment. 05/04/2010
Khadiija, Sintia, Briska and Manish, we all met in the canteen to talk about the assignment. It was our first meeting. We chosen our theme. Khadija proposed to work on human resource planning theme. Since we lack resources we rejected the idea of working on human resource planning. Sintia proposed to work on recruitment and selection and Manish agreed with her. Thus they both decided to work on to the recruitment and selection theme. Then Briska proposed the idea to work on to the training theme. Thus khadija agreed with her. Consequently khadija and Briska decided to work on the training theme. Finally Sintia and Manish formulated their question for recruitment and selection. In the mean time khadija and Briska formulated their questions on the training.

2. We planned our assignment. 08/04/2010

This is our second meeting. Khadija, Sintia, Briska and Manish met at the canteen again. We all together read the question of the assignment. We looked at what was asked in the question. Then we started to plan how we are going to do our assignment all according to the requirements of the question. We broken the assignment into pieces, which are the different parts of the assignment. And khadija the leader of the group delegated the work to all the members of the group. Everyone was given a piece of work to do. We divided the number of words and each one of us had to write about 1250 words. Thus we proceeded according to the structure we settled. Homework; everyone went to do their research, look for references and additional notes from books, internet, notes, through brain storming among others.

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3. Brain storming of ideas. 12/04/2010

This is our third meeting. Khadija, Sintia, Briska and Manish met on the campus yard. Everyone did their homework. Everybody brought their piece of work. We put our ideas together we merge them. We removed duplicated ideas. Then we formulated the questions we were going to ask when we would go to the organization. Homework, to look for examples to support the ideas and also Briska taken the responsibility to ask the question to the respected organization.

4. Assemble all ideas together to make a continuous assignment. 23/04/2010

This is our fourth meeting. Khadija, Sintia, Briska and Manish met on the campus yard. Everyone brought their materials and documents to compose the assignment. We divided the task and everyone taken a piece of work to do. Homework; type the whole composition on word and print the assignment. Then khadija did the minutes of meeting to annex it in our assignment.

5. Last revision of the assignment. 27/04/2010

This is our fifth meeting. Khadija, Sintia, Briska and Manish met on the campus yard. We did a last revision of our assignment together. Then we corrected the small mistakes. Homework; we printed the last copy of the assignment and we did the final binding.

6. Submit assignment. 30/04/2010

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Referrences.

1. Internet; wiki How, Wikipedia, among others. 2. Notes from handouts about training and recruitment and selection.
3.

Msn Bing, google http://www.xys.org/xys/ebooks/others/science/dajia8/fuqua.txt

4.

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