PAHS 408

PUBLIC PERSONNEL
ADMINISTRATION
Session 4 – Recruitment

Lecturer: Dr. Emmanuel Y M Seidu, UGBS

Contact Information: eymseidu@ug.edu,gh/seidu.mahama9@gmail.com
 Session Overview
• Recruitment is one of the important personnel
functions that an organization undertakes to employ
new people into the organization.
• This session identifies the various recruitment
methods for recruiting employees into an
organization.
• It highlights the general practices that are used to
recruit employees into the public sector.
• The session also provides the process or steps
involved in recruiting employees.

Slide 2
 Session Outline
Key topics to be covered in the session:
• Recruitment Process
• Public Service Recruitment
• Recruitment Methods

Slide 3
 Session Objectives

Lesson Objectives:
By the end of this session you should be able to:
1. Identify alternative course of action to take when an employee leaves an
organization.
2. Explain the role played by job descriptions and job specifications in the
recruitment process.
3. Compare and contrast the major alternative recruitment methods.
4. Assess developments in recruitment advertising and internet
recruitment.
5. Introduce the concept of employer branding.
6. Clarify the need for control and evaluation procedures in recruitment.
7. Assess different approaches to shortlisting.

Dr Emmanuel Y M Seidu Slide 4

 Reading List
• Armstrong M. and Taylor M. (2017). Handbook of Human Resource
Management Practice. (14th Edition), Kogan Page, London.
• Dessler, Gary (2013). Human Resource Management. (13th Edition), Global
Edition, Pearson Boston.
• Torrington, D., Hall, L, Taylor S. Atkinson L (2012) Human Resource
Management. (8th Edition). FT Prentice Hall.
• Klingner Donald E., Nalbandian, John, & L.Lorens, Jared (2010). Public
Personnel Management: Context and Strategies. (6th Edition), Pearson
Publishing Company.
• Davidson, G. S. Lepeak, & E. Newman, (2007). Recruiting and Staffing in
the Public Sector, Washington, DC: International Public Management
Association for Human Resources.
• Lynn, D. B. (2001). ‘‘Succession Management Strategies in the Public
Sector organisations,’’ Review of Public Personnel Administration, 21(2):
114-132.
• Fleischmann, S. T. (2000). ‘‘Succession Management for the entire
organisation.’’ Employment Relations Today, pp 53-62.
Dr Emmanuel Y M Seidu Slide 5
 Topic One

RECRUITMENT

Dr Emmanuel Y M Seidu Slide 6

 The steps in the recruitment
process.
The five steps are:
1.Decide what positions to fill, through workforce/personnel
planning and forecasting.
2.Build a pool of candidates for these jobs, by recruiting
internal or external candidates.
3.Have candidates complete application forms and perhaps
undergo initial screening interviews.
4.Use selection tools like tests, background investigations, and
physical exams to identify viable candidates.
5.Decide who to make an offer to, by having the supervisor
and perhaps others interview the candidates
Dr Emmanuel Y M Seidu Slide 7
 Views on Recruitment
• Need to replace employees and to acquire those with
newly needed skills
• Central HR objective – over 3 million people recruited
every year in the UK alone.
• An area where there are important social and legal
implications
• Can be costly
• Need to ‘sell’ jobs to potential employees

Dr Emmanuel Y M Seidu Slide 8

 Public Service Recruitment
• The Constitution provides in article 190 (1) that the Public
Services of Ghana shall include –
• (a) the Civil Service, Judicial Service, Audit Service, Education
Service, Prisons Service, Parliamentary Service, Health Service,
Statistical Service, National Fire Service, CEPS, Internal Revenue
Service, Police Service, Immigration Service, the Legal Service;
• (b) Public Corporation,
• (c) Public Services established by the Constitution;
• (d) such other public services as Parliament may by law
prescribe.
• (2) The Civil Service shall comprise services in both central and
local government.
Dr Emmanuel Y M Seidu Slide 9
 Public Service Recruitment
• The public sector is faced with many challenges that
distinguish it from the private sector. Ensuring public
safety, justice, and environmental quality are a few areas
that go beyond the demands placed on private
organizations.
• Recruiting and retaining highly qualified personnel to
provide the services citizens need, is becoming difficult
because both the public and private sectors are in direct
competition for the same scarce qualified applicants.
• Dynamism in the economy has forced many adaptations in
the recruitment, selection, and retention of public
employees. Nevertheless, much remains the same,
anchored by conflicts.
Dr Emmanuel Y M Seidu Slide 10
 Public Service Recruitment
Value Conflicts and the Acquisition Function
• Most recruitment, selection, and promotion decisions are not
made within a politicized environment.
• Yet, it would be naïve to argue that all are conducted according
to routine procedures designed only to reward competence.
• Tension occurs when the elected leadership believes it could
accomplish more to advance its political platform.
• Overtime, if these attempts are successful, the response is that
the competences necessary for informed public policy
formulation and implementation are eroded.
• Shocking to many merit system advocates was the extent to
which the appointees examined the political backgrounds of
applicants when it was clear that selection decisions were
legally mandated to be made based on merit.
Dr Emmanuel Y M Seidu Slide 11
 Public Service Recruitment
General Principles of Recruitment
Modern systems of Civil Service is based upon three
important principles, namely:

1. Competence (so that Government will be served by

intelligent and competent people).
2. Equality of opportunity(so that all citizens have equal
opportunities provided, they have the competence to
serve the Government); and
3. Neutrality (so that the Civil Servant is able to serve
Government of every political complexion with equal zeal
and competence.
Dr Emmanuel Y M Seidu Slide 12
 Public Service Recruitment
General Principles of Recruitment
 In order to ensure these principles in the Civil or Public
Services are adhered to, a system of recruitment through
competitive examinations is conducted by an autonomous
Civil or Public Service Commission which is established and
also a system of permanent tenures is established.
 However, different countries achieve these objectives in
different ways.

Dr Emmanuel Y M Seidu Slide 13

 Public Service Recruitment
Forms of Recruitment
a. Cadet System – under which recruitment is made young age,
usually between 16 and 20 years, when the recruit is mentally
and physically raw and as such as, is capable of been molded
according to the model of Civil Servants desired by the rulers.
b. Recruitment based on general mental Culture – under this
system, Government seeks to recruit youths with broad
educational attainments and mature minds, recruited early in
their life.
c. Recruitment of mature people having a special qualification
and skills – under this system, there is a long range, usually
between 18 and 45. Government recruits persons with special
qualifications, experience and skills.
Dr Emmanuel Y M Seidu Slide 14
 Public Service Recruitment

ACTIVITY:

• What do you consider to be the key challenges of

recruitment in Ghana?

Dr Emmanuel Y M Seidu Slide 15

 Determining Vacancies

• Is there a vacancy? Ensure recruitment is required

• Is it to be filled by a newly recruited employee?
• Is it to be filled by other means?

Dr Emmanuel Y M Seidu Slide 16

 Options For Filling Vacancies

• Reorganise the work

• Use overtime
• Mechanise the work
• Stagger hours
• Make the job part time
• Subcontract the work
• Use an agency

Dr Emmanuel Y M Seidu Slide 17

 Recruiting Questions to Ask
• To determine the vacancy, ask:

1. What does the job consist of?

2. How is it different from the job done by the previous
person?
3. What are the aspects of the job that specify the type of
candidate required?
4. What key aspects of the job will candidates want to know
about before applying?

Dr Emmanuel Y M Seidu Slide 18

 Conventional Approach
• Produce Job description
– Breaking job down into its component parts
– Identifying the chief objectives of the job

• Produce personnel specification

– Listing key attributes required to undertake job

Dr Emmanuel Y M Seidu Slide 19

 Alternative Approach

• Dispense with job description and draw up person

specification using other criteria

• Asking ‘what attributes are shared by the people who have

performed best in the role?’

• This approach can produce employees who are similar to

one another and have similar mind set

Dr Emmanuel Y M Seidu Slide 20

 Advantages of Internal Recruitment

• Vacancies are advertised within the organisation

• Considering internal applicants first can keep
recruitment costs down.
• Existing staff will also have some prior knowledge of
business operations and culture, etc., and can take up
posts more quickly
• Can provide motivation for existing staff
• Illustrates value organisation places on its current staff
Dr Emmanuel Y M Seidu Slide 21
 Disadvantages of Internal Recruitment

• Can restrict pool of candidates

• Internal recruitment sits uneasily with a
commitment to equal opportunities and creation
of diverse work force
• Can be difficult to manage employee expectations
if not selected
• Considering internal candidates along with suitable
external candidates is considered good practice

Dr Emmanuel Y M Seidu Slide 22

 Usage of Different External
Recruitment Methods (1 of 2)

Table 7.1 Usage of various methods of recruitment by 755 organisations in 2009

Source: Table compiled from data in CIPD (2009) Recruitment, Retention and Turnover: Annual Survey Report. London: CIPD

Dr Emmanuel Y M Seidu Slide 23

 Methods of Obtaining a Job

Table 7.2 Methods of obtaining a job

Source: Labour Market Trends (2002) ‘Labour market spotlight’, August
Dr Emmanuel Y M Seidu Slide 24
 Job Centres

Table 7.3 Advantages and drawbacks of traditional methods of recruitment

Dr Emmanuel Y M Seidu Slide 25

 Commercial Employment Agencies and
Recruitment Consultancies

Table 7.3 Advantages and drawbacks of traditional methods of recruitment (Continued)

Dr Emmanuel Y M Seidu Slide 26

 Management Selection Consultants

Table 7.3 Advantages and drawbacks of traditional methods of recruitment (Continued)

Dr Emmanuel Y M Seidu Slide 27

 Executive Search Consultants
(‘headhunters’)

Table 7.3 Advantages and drawbacks of traditional methods of recruitment (Continued)

Dr Emmanuel Y M Seidu Slide 28

 Visiting Universities

Table 7.3 Advantages and drawbacks of traditional methods of recruitment (Continued)

Dr Emmanuel Y M Seidu Slide 29

 Schools and Careers Service

Table 7.3 Advantages and drawbacks of traditional methods of recruitment (Continued)

Dr Emmanuel Y M Seidu Slide 30

 Recruitment Advertising: Agencies
• Recruitment advertising agencies are often used as
they provide expert advice on how advertisements
should be worded and where placed

• Large organisations often subcontract all work to an

agency and devise a service level agreement

• Are often inexpensive

Dr Emmanuel Y M Seidu Slide 31

 Recruitment Advertising: Aims
• Reach those who are looking for new employment
• Attract as many people as possible with the requisite skills
and qualifications

Checklist of Items Needed in an Advertisement

• Name and brief details of employing organisation
• Job role and duties
• Training to be provided
• Key points of the personnel specification or competency
profile
• Salary
• Instructions about how to apply

Dr Emmanuel Y M Seidu Slide 32

 Internal Advertisements

Table 7.4 The advantages and drawbacks of various methods of job advertising

Dr Emmanuel Y M Seidu Slide 33

 Vacancy Lists Outside Premises

Table 7.4 The advantages and drawbacks of various methods of job advertising
(Continued)
Dr Emmanuel Y M Seidu Slide 34
 Advertising in the National Press

Table 7.4 The advantages and drawbacks of various methods of job advertising
(Continued)
Dr Emmanuel Y M Seidu Slide 35
 Advertising in the Local Press

Table 7.4 The advantages and drawbacks of various methods of job advertising
(Continued)
Dr Emmanuel Y M Seidu Slide 36
 Advertising in the Technical Press

Table 7.4 The advantages and drawbacks of various methods of job advertising
(Continued)
Dr Emmanuel Y M Seidu Slide 37
 Advertising on the Internet

Table 7.4 The advantages and drawbacks of various methods of job advertising
(Continued)
Dr Emmanuel Y M Seidu Slide 38
 E-Recruitment
• Most striking recent development
• Practical significance is still being debated
• Takes two basic forms
– Centred on employers own web site
– Use of cyber agencies
Attractions of E-Recruitment
• Jobs can be advertised inexpensively to potentially
massive audience
• Speed of response
• Speed of shortlisting using CV matching software

Dr Emmanuel Y M Seidu Slide 39

 Problems with E-Recruitment
• Handling the volumes of applications e-recruitment
generates
• Problems with shortlisting software
• Unreliability of on-line tests
• Fears about security and confidentiality
• Poor standards of ethicality by cyber-agencies

Dr Emmanuel Y M Seidu Slide 40

 Employer Branding
• Organisations are seeking to position themselves as ‘employers of
choice’
• Seek to attract stronger applications
• Recruitment costs may fall because of unsolicited applications
• Develop a ‘brand image’ – working in an organisation is highly
desirable
• Developing a good ‘brand image’ is an easier task for companies that
have household names
• Key is to build on any aspect of the working experience that is
distinct
• Development of a unique selling proposition that forms the basis of
the employer branding exercise
• Should inform all communication to potential and actual applicants
Dr Emmanuel Y M Seidu Slide 41
 Control and Evaluation
• Information to be collected to include
• Number of initial enquiries received which resulted in
completed application forms
• Number of candidates at various stages of the process,
especially those short listed
• Number of candidates recruited
• Number of candidates retained in the organisation after
six months (Wright and Storey 1994)

Dr Emmanuel Y M Seidu Slide 42

 Monitoring
• Numbers of men and women who are successful at each
stage
• Numbers of ethnic minorities applying and being
successful
• Action can be taken to address any imbalance

Dr Emmanuel Y M Seidu Slide 43

 Correspondence
All communication should be professionally handled

Information that is commonly provided

• Relevant job description and personnel specification
• Advertisement for reference purposes
• General recruitment brochure
• Staff handbook
• Details of any occupational pension scheme
• General information about the organisation

Dr Emmanuel Y M Seidu Slide 44

 Tracking Recruitment
• Can be done manually or electronically

• Provides information to candidates about the stage their

application has reached

• Creates a professional image of the organisation

Dr Emmanuel Y M Seidu Slide 45

 Shortlisting
Stages:
1. Agree essential criteria for selecting shortlisted candidates
2. Selectors produce individual lists of pre-agreed number of
candidates – look for strengths
3. Selectors reveal their lists and find consensus
4. Discuss preferred candidates and clarify areas of
disagreement
5. Produce final shortlist by discussion
Scoring CVs
• Define key criteria
• Score against these criteria
• Can either screen out those with more than a set limit of low
scores or rank according to score

Dr Emmanuel Y M Seidu Slide 46

 Shortlisting: Using Software
• Use software to select CVs
• Can be problematic e.g. use of key words
• Can be useful where criteria are very clearly and tightly
defined
• Speedy and objective
• Feedback provided to candidate

Dr Emmanuel Y M Seidu Slide 47

 Methods of Recruitment

ACTIVITY:
• Identify and Explain five (5) methods of recruitment.

Dr Emmanuel Y M Seidu Slide 48

 Summary
In this Session, you have learnt that
• Variety of alternatives available to fill a vacancy
• Recent trends indicate a greater use of recruitment agencies,
executive search consultants, open days, etc
• Advertising agencies and specialist publications provide a
wealth of information
• E-recruitment has great advantages but also poses a number
of problems
• Employer branding sells the experience of working for an
organisation
• Information critical in reducing inappropriate applications

Dr Emmanuel Y M Seidu Slide 49