Principles of Recruitment & Selection Efficient Effective Fair
Stages of Recruitment & Selection Preparing to Recruit RecruitmentSelectionStarting 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 procedures
Financial motivational methods Pay rise Fringe benefits Bonus payment schemes Incentive schemes Motivating Staff Non-financial motivational methods 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 of employment contract Retirement Occurs when you close your business or there is no need for a particular type of work Occurs when an employees 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 one of 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
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