principles of recruitment & selection efficient effective fair
TRANSCRIPT
Principles of Recruitment & Selection
• Efficient• Effective• Fair
Stages of Recruitment & Selection
Preparing to Recruit
Recruitment Selection Starting an Employee
Disadvantages• Salary & ENIC costs• Training • Additional equipment &
resources required• Space/working area required• Time• Legal implications• Insurance• Management implications
Advantages• Increases productivity• Assists with the existing
workload• Increases sales• Contributes to the success of
the business• Allows a business to expand
• Enables you and/or employee to conduct new activities
Stage 1• Define tasks of the job• Identify activities and responsibilities
relating to the tasks
Job Analysis
Stage 2
• Identify skills, knowledge, experience, aptitudes and attitudes required to perform each task
• Full-time
• Part-time
• Temporary workers
• Overtime for existing workers
• Sub contractors
• Associates
• Training schemes
Available Options
• Main purpose of the job
• Who the employee is responsible to
• Main tasks of the job
• Scope of the job
• Conditions of the job
Job Description Content
• Skills, knowledge, aptitudes• Length and type of experience necessary • Competencies• Education & training• Personal qualities• Personal circumstances – e.g. clean driving
licence, access to transport• ‘Essentials’ & ‘desirables’ should be defined
Person Specification
Traceable Costs
• Salary
• Employers National Insurance contributions (ENIC)
• Recruitment
• Training
• Equipment
• Space/working area
Costs of Employing Staff Non - Traceable Costs
• Lost productivity• Mistakes• Wastage• Time
• Newspapers• Local radio• Job Centre• Recruitment & employment agencies• Training agencies• Universities/colleges• Trade publications• Internet• Internal sources• Online recruitment
Recruitment Sources
• Business name & activities• Job title/position• Requirements of the job• Qualifications• Experience• Personal attributes • Job tenure (e.g. contract length)• Job location • Salary & benefits • Application process• Contact details
Content of a Job Advertisement
Essentials & desirables
Short-listing Interview Candidates
Compile applications/
CVs
Identify selection criteria
Compare applications
against criteria
Short-list candidates
Invite candidates
for interview
The short-listing process
• Be prepared• Set a structure for the interview• Ensure that the interview environment is appropriate• Devise appropriate timeframes• Ask appropriate questions• ‘Score’ answers/responses• Be prepared to answer candidates’ questions
Interviewing Candidates
• Obtain references• Organise a medical examination (if appropriate)• Offer candidate the job• Inform unsuccessful candidates
Making a Job Offer
• Job title • Reporting structure • Start date • Expected hours of work • Holidays• Sickness• Remuneration details • Benefits • Basic terms and conditions • Details of probationary period • Details of disciplinary and
grievance procedures
Contract of Employment
• Informal discussions• Verbal warning(s)• Written warning(s)• Final written warning
Disciplinary Procedures
Proposed minimum/standard disciplinary procedures• Step 1. Employer sets out in writing the reason for the disciplinary action.
A copy is sent to the employee and he/she is invited to attend a meeting to discuss the matter.
• Step 2. The meeting must take place before the action is taken unless suspension is involved.
• Step 3. If the employee wishes to appeal he/she must inform the employer.
Grievance Procedures
How and with whom to raise the issue
Next steps, if not satisfied
Time limits to each stage
Right to be accompanied
Grievance proceduresGrievance procedures
Financial motivationalmethods• Pay rise• Fringe benefits• Bonus payment schemes• Incentive schemes
Motivating Staff
Non-financial motivationalmethods• Chance of promotion• Security• Flexible working patterns• Prestige and achievements• Training opportunities• Setting goals/targets• Job enrichment• Job enlargement• Working conditions• Working as a team
Performance Management Process
Identify performance criteria
Conduct the appraisal
Follow up action
Establish frequency
• Personal circumstances change• New job• Promotion• Dissatisfied• Constructive dismissal
Why Employees Leave Voluntarily
Redundancy
Expiration ofemployment contract
Retirement
Occurs when you close your business or there is no need for a particular type of work
Occurs when an employee’s fixed term contract expires and is not renewed
Occurs when an employee reaches retirement age or opts for early retirement.
For a dismissal to be fair it must be related to oneof the following reasons:
• Capability or qualifications• Conduct• A legal requirement which stops the employee from carrying out
the job or stops you employing them e.g. if a van driver loses their driving licence
• Redundancy• Some other substantial reason of a kind such as to justify the
dismissal
Fair dismissal
• Grounds of pregnancy or maternal reasons• Are, or propose to become or refuse to become, a member of a
Trade Union • Seek to claim their employment rights• Take certain specified action on health and safety grounds• Have disclosed certain kinds of wrongdoing in the workplace
("whistleblowing")• Exercised his/her right to be accompanied, or act as a companion,
at a disciplinary or grievance hearing • Have taken part in lawfully organised official industrial action lasting
eight weeks or less (or longer in some circumstances)• Enforced, or sought to enforce, a right under the working time
regulations
Automatic Unfair Dismissal Reasons