Presentation on theme: "Recruitment and Selection. Selection and Engagement of Personnel Formulation and implementation of systematic approaches to Selection The application."— Presentation transcript:
Selection and Engagement of Personnel Formulation and implementation of systematic approaches to Selection The application of Relevant legislation Outline a possible strategy for the Selection and Engagement of Personnel for a construction company.
Exercises Discuss the factors relevant for the formulation and implementation of a systematic approach to the selection of employees. In the employment of personnel it is important that relevant legislation is applied Discuss
Manpower Planning This is planning which attempts to forecast future labour requirements, both in number and types of operatives. Its prime function is to obtain the best staff possible and retain them. This may be short term for contracts about to start, or long term which can be 5 years plus.
Long term requires forecasting based on: – Natural wastage. – Age range of employees. – Expansion or contraction of company. – Change of markets in which company operates. Personnel will fill gaps by either training, promoting or hiring.
Typical planning steps are: Quantify the objectives and targets based upon forecast. Assess the implications of each objective with respect to materials, labour etc. Compare future needs against present resources. Plan adjustments to meet future needs ie. recruit, train, etc.
Recruitment and Selection Recruitment involves understanding the job and the knowledge, skills and abilities required by a person to perform the job, and the provision of a list of suitable candidates from which to make a selection. Selection is the process of matching the persons abilities, aptitudes, interests etc. to the requirements of the personal specification, short listing candidates, interviewing, testing and choosing some one for the job.
The recruitment and selection process includes: Deciding a job exists and needs filling. Preparing a job description ( a broad statement of duties, responsibilities, working conditions, pay etc. ) and employee specification ( sets out the personal qualities required by a person for a particular job ). Often expressed in terms of "Five Fold Plan" or "Seven Point Plan". This covers: – Physical Make ‑ up – Attainments – Interests – Disposition – Circumstances – Intelligence – Aptitude
Tasks Attracting candidates ‑ Where they are and how best to contact them. Advertising ‑ the drawing up and placing for maximum results. Application forms ‑ should be well designed for quick assessment, should also include all the important information Sort applicants as rejects, or possibles, produce short list for interview. Arrange properly conducted interviews. Assessment to be made at the end of each interview. Selection tests. References to be treated with caution. Inform applicants if successful or not.
Attracting employees Advertising – Local papers – National press – Specialist publications Informal Networking Job Fairs Agencies – Job agencies – Executive search agencies (head-hunters) Bounty Head hunting School and higher education contacts Job centres and career offices Internally
Drawing up an Advert Right paper/magazine Eye catching Catches persons imagination/interest Size Wording Right market
Job Analysis This is the systematic study and statement of all the facts about a job which reveal its content and all the modifying factors which surround it. A job can be analysed for three reasons: – Health purposes – Method Study – Job Description It is essential that a job is analysed before drawing up a job description.
Job Description A job description is a statement of the general purpose of the job, which also provides an outline of its scope, duties and responsibilities. A job description can not be fully comprehensive in respect to all the details but it should provide enough information to: – Give the job holder a clear indication of what is expect; – Give an indication of the importance of the job – Indicate the important areas of the job; – Describe the required behavior of the job holder.
Format Job Title: Responsible to: Location: Duties and Responsibilities Working Conditions: Hours of Work:
Job Specification This details the qualities, skills and attributes required by a person in order for them to be suitable to carry out the job. These will depend on the job and must be produced by considering the Job Description. The factors will consist of those which are essential and those which are desirable. Any qualifications, skills or experience specified must be capable of being justified by reference to the duties and responsibilities noted in the job description.
The Induction Process Primary induction covers the history and organisation of the company, details of its products and services, conditions of service and disciplinary procedures, health and safety training, trade union information and a tour of the organisation. Secondary induction integrates the new employee into his job environment and is normally done by his immediate superior who shows him round, introduces him to work mates, explains what the department/section does and what his duties are, and checks knowledge of company rules.
The Contract of Employment Act 1972 Requirement This lays down that within 13 weeks of starting work every employee shall receive a written statement giving information about the job ( excluding part ‑ time working less than 16 hours per week). This statement covers: – Names of employee and employer – Date employment began – Job title – Details of company rules, grievance procedures etc. – Pay, hour of work, holidays – Sickness procedures and pay – Length of notice, pension rights
Exercise Analyse the factors which effect the amount of labour available to the construction industry.