1. CIPD Intermediate Studies
Week 4
Recruitment and Selection

2. Effective recruitment and selection, expectations of the law and good practice

3. Today’s Learning Outcomes
Be able to manage recruitment and selection activities effectively and within the expectations of the law and good practice.
2.4 Contribute to the development of job descriptions, person specifications and
competency frameworks.
2.5 Explain the main legal requirements in relation to recruitment and selection.
2.6 Assess the strengths and weaknesses of major methods of recruitment and
selection 3

4. Two-way process .

5. CIPD Resourcing and Talent Planning Survey 2015
75% of organisations reported difficulty in filling vacancies, down from 78% in the 2014 survey.
The most frequently cited cause of recruitment difficulties was lack of specialist or technical skills 63% up from 52% in 2013.
The median recruitment cost of filling a vacancy was £7,250 for senior managers/directors and £2,000 for other employees, showing a modest increase compared with last year.
Widespread focus on improving the employer brand (86%) smaller organisations less likely to.
Skills shortages are escalating, four fifths feel that competition for talent has increased over the past two years.
Private sector budges anticipate increase in spend, public sector anticipate decrease in spend.

6. Recruitment and Selection
Recruitment - refers to the advertising of the vacancy to potential employees. Selection - refers to the process of selecting the most suitable applicant from those who have applied.

7. Stages in good practice recruitment and selection
Job Analysis
Job Description
Person Specification
Competency Analysis
Competency Framework
Recruitment
Selection
Appointment
Induction

8. Main contents of a Job Description
Job title
Grade or rate of pay
Main location
Line Manager
Details of any subordinates
Summary of main purpose of the job
List of principle duties
Reference to any other clarifying documents

9. Person Specification
What attributes does the person need to have to the job?
Essential and desirable
The repertory grid method is a useful tool, with each item being weighted according to its relative significance.
Example of repertory grid for an office receptionist (taken from Taylor, Resourcing and Talent Management, 2010
Duties
Skills/Competence
Communication
Reliability
Initiative
Plan work
Open & close premises 1 5 4
Deal with telephone queries 3
Order office supplies
Arrange appointments

10. Person Specifications and Discrimination Law
Typical areas covered in person specifications:
Skills
Experience
Qualifications
Education
Personal attributes
Areas to avoid would be:
Interests
Background
Any criteria that would disadvantage and discriminate against a protected group

11. Competency Frameworks
The most commonly sought competencies in UK organisations are:
Communication
Achievement/results orientation
Customer focus
Teamwork
Leadership
Planning and organising
Commercial/business awareness
Flexibility/adaptability
Developing others
Problem solving
Analytical thinking
Building relationships
Competency - ‘an underlying characteristic of a person which results in effective and superior performance in a job’.

12. Job Analysis

13. Job Analysis Would include:
When a vacancy occurs an opportunity is often created to re-organise duties among a team, thus redesigning the vacant job.
Job Analysis
Would include:
Source of information used to perform the job.
Kind of mental processes used.
Output expected and methods used.
Types and levels of relationships with others.
Physical and social context.
Other job characteristics and activities.
Who would you involve in the process of job analysis?

14. Job Analysis - questions to ask
Why is this job essential?
What performance standards are required?
What does the job need to achieve?
How does it fit in with other jobs?
Identifying the purpose of the job and why it exists:
What are the basic hours, shifts, etc.
What are the rates of pay, overtime rates
Is the workplace noisy/hot/cold?
Are there any special conditions such as uniform, protective, safety?
Identifying the job environment and conditions:
What resources does the job-holder manage?
Who reports to the job-holder?
To whom does the job-holder report?
Are there special areas of responsibility?
Identifying the scope and responsibilities of the job:

15. Job Analysis - questions to ask
What are the key tasks to be achieved?
What are the main activities involved?
Are there any limits to decision-making powers?
Is there any priority order in the tasks and duties?
Identifying key tasks and duties:
What are the essential skills of the job? In what ways can these skills be gained?
Are there any professional qualifications or licences that are required for the job be done legally?
Identifying the essential skills, qualifications or licences required:
Are there any special physical aspects outside work, heavy lifting, etc.
Are there any particular mental pressures – dealing with distressed clients, difficult situations, etc.
Identifying the physical and mental demands of the job:

16. Job Analysis Methods Used
Discussions with the line manager and colleagues working closely with the role.
Organisation structure of the team and department.
Exploring similar jobs in the organisation or in different organisations.
Analysis of future project requirements.
Internal customers and suppliers to this role.
Team, departmental and organisation objectives.

17. Job Analysis – Skills Required
Analytical skills
Attention to detail
Written communication skills
Verbal communication skills
Planning skills
Objective setting

18. Recruitment methods .

19. Internal recruitment
There are four distinct internal recruitment activities:
Promotions from within
Lateral transfers
Job rotation
Rehiring former employees

20. External recruitment
Many different approaches can be used, with the five most common being:
Printed media
External agencies
Education liaison
Other media, local radio, TV, billboards
Professional contacts

21. Internet Recruitment Several options are available: Employer websites
Cyber agencies
Jobsites linked to newspapers and journals
Jobsites operated by employment agencies

22. The job advert should include
Recruitment adverts
UK costs of over £1billion each year which Includes:
Local newspapers
National newspapers
Trade and professional journals
Internet
Some factors to consider:
Target audience
Choice of newspaper or journal appropriate for the role - wide trawl or wide nets
Realistic or positive
Details about the job – title, pay, location
Who to contact and how to apply
The deadline for applications
The ‘key’ person specification criteria
Perhaps some information about the company‘s equal opportunities policy
The job advert should include
How and where will you reach your target audience in the most effective way, what newspapers, journals or websites are they most likely to be researching to find a job – is there a need to advertise locally or would the job require a national reach or a more specialist journal to attract the best talent?
Wide trawls would capture many different fish whilst the wide net would capture the biggest! The wide trawl advert would have an obvious presence in many locations in an attempt to attract a large number of candidates, whereas the wide net approach would aim to reach a relatively small audience who would self-select in response to the information given in the advert. The 2012 Olympics used a wide trawl approach as they wanted to attract a diverse range of people. A wide net approach would likely be used be a large organisation wanting to recruit a well qualified Senior HR Manager, they might choose People Management journal or People Management online to attract the right candidate.
Realistic or positive is an interesting challenge, should an advert show both the negative and positive side to the role? The realistic approach might help candidates to self-select which would likely help with the retention of the individual once they are employed, whereas a more positive view of the role would attract a larger number of applicants and communicate a positive view of the organisation in the public domain.
Having decided how and where you place the advertisement – using either in- house or external resources
The job advert should include:
details about the job – title, pay, location
who to contact and how to apply
the deadline for applications
key person specification criteria
perhaps some information about your company‘s equal opportunities policy

23. Group 1
Analyse the recruitment methods and identify the advantages and disadvantages of each method, internal, external and the internet.
Access the CIPD 2015 Resourcing and Talent Planning Survey Report, identify the highlights in relation to recruitment methods.
Critically assess the methods most used in a chosen organisation, identify what other methods could be used with a business justification.
Produce a powerpoint presentation to feedback to the whole group.

24. Selection Methods

25. Choice of Selection Method
Practicability
Sensitivity
Reliability
Validity

26. Successful Selection
Selection processes must include reliable methods or tools to ensure that the assessments of individuals are consistent from one assessor to another
Must be stable over time, and be repeatable so that the same outcome decision are obtained consistently
Most effective way to improve the reliability of selection methods is to standardise the process as far as possible by ensuring that all candidates are treated the same way
Selection methods should be evaluated via a predictive-criterion validity study (comparing the scores taken at selection against the performance of the candidate once established in the job)

27. Selecting the Right Candidate
Effective selection should:
Enable an employer to appoint the most ‘appropriate’ person to a vacant post.
Assess individual candidates against a set of agreed criteria.
Be fair, reliable, valid, objective, ethical, cost-effective and efficient, while allowing differentiation between candidates.
Match should not just be the person to the job but also the organisation to the person.
Reflect the organisational culture and identity and thus influences who applies for a position.
Not be unlawful (Equality Act 2010).

28. Selection Methods The Classic ‘Trio’
Application form (used by over 80% of employers).
Interview
(used almost universally).
Reference checking (used by over 75% of employers).
Accuracy of some sources of selection Source: Smith et al (1989)

29. Selection Methods Application forms Interviews
Biographical data (biodata):
Psychological tests
Ability or work sample tests
Assessment Centre
Sources of error in an interviewer’s evaluations can include:
Expectancy effect
First impressions
Stereotyping
‘Halo and horns effect’
Contrast effect
Leniency and harshness effect
Negative information bias

30. Varieties of interview format
One-to-one interviews
Two interviewers/panel interview
Sequential interview
360-degree interview

31. Varieties of Interview Question
Hypothetical/problem-solving
Situational questions
Behavioural questions
Stress questions

32. Good-practice in Interview Questioning
Ask open-ended questions
Avoid asking questions that reveal that desired answer
Avoid engaging in arguments
Ask one question at a time

33. Structured Interviews
Research has consistently revealed that structured interviews have considerably higher predictive validity than unstructured equivalents.
What are the downsides to structured interviews? Take a couple of minutes and make some quick bullet points for yourself.

34. Employment References
Final stage in the classic trio – rarely used in the initial selection of an employee, but more to double-check facts and confirm the suitability of the selected candidate.
Dangers include:
Subjectivity.
Tendency to give ‘good’ ratings/central ratings in a five-point scale.
Fear on the part of the former employer – resulting in a reference which confirms
basic facts of employment only.
Three improvements to the reference-gathering process:
Contact by telephone (less anonymous).
Designing a structured assessment form that relates specifically to the skills and
experience necessary for the role.
Requesting more than two referees.

35. Group 2
Analyse the selection methods and identify the advantages and disadvantages of each method, internal, external and the internet.
Access the CIPD 2015 Resourcing and Talent Planning Survey Report, identify the highlights in relation to selection methods.
Which methods are the most used in your organisations, why is that?
What other methods could be used in your organisations, what would the benefit be?
Produce a powerpoint presentaiton to feedback to the whole group.

36. Group 3 Case Study Employing Ex Military Managers
Read the case study, consider what the advantages and disadvantages of employing ex-military managers would be.

37. Employment Law in Resourcing Talent

38. Key Legal Requirements
Two areas of employment law are particularly important when recruiting and selecting staff:
Equality Act 2010
Law of Contract
Additionally, further EU law provides some protection for:
Part-time workers
Fixed-term workers
Also, UK provides some protection on the following grounds:
Being an ex-offender
Union membership or non-membership

39. Equality Act 2010
The Equality Act 2010 provides protection from unfair discrimination for people with the following ‘protected characteristics’:
age
disability
gender re-assignment
marriage and civil partnership
pregnancy and maternity
race, ethnic and national origin
religion or belief
sex
sexual orientation

40. Direct and Indirect Discrimination
Direct discrimination - when someone is treated less favourably than another person because of a protected characteristic they have or are thought to have or because they associate with someone who has a protected characteristic.
Indirect discrimination - when there is a condition, rule, policy or practice that applies to everyone but particularly disadvantages people who share a protected characteristic. This can be justified if the organisation can show that it acted reasonably in managing its business.

41. Other Legislation involved in R&S
Fixed-Term Employment - Legislation: Fixed Term Employees (Prevention of Less Favourable Treatment) Regulations 2002 Employment of Ex-Offenders - Legislation: Rehabilitation of Offenders Act 1974 Criminal Records Checks - Pre-employment criminal records checks will be required for certain posts, particularly those working (i) with vulnerable groups, such as the under 18s and people with mental health issues, and (ii) within clinical situations. Safeguarding Children and Vulnerable Adults - Legislation: The Safeguarding Vulnerable Groups Act 2006 Eligibility to Work in the UK - Legislation: the Immigration, Asylum and Nationality Act 2006 Data Protection - Legislation: The Data Protection Act 1998

42. Group 4 Key Legal Requirements
Undertake some desk top research to find out what main pieces of legislation need to be considered when recruiting, selecting and downsizing employees.
Produce an information sheet for managers of the legal considerations that they need to be aware of.
Group 4 Key Legal Requirements

43. International Context

44. International Context
Economic and political contrasts
Labour market conditions
Cultural differences
Attitudes and expectations from work
‘Think Global Act Local’

45. International Dimension
Here are some links to research papers, reports and websites that might be useful for you:
CIPD Factsheet International Mobility
DDI The Globalization of HR Practice
research/theglobalizationofhrpractices_fullreport_ddi.pdf?ext=.pdf
CIPD Global Gazeteer
Global Recruiting magazine
Global Recruiter – Middle East
Global Recruiter - Asia Pacific

46. Group 5 International Context
The leadership team are considering recruiting from overseas for a wide range of job roles within a rapidly expanding organisation, they have come to you to ask what they need to know.
What are the advantages and disadvantages of recruiting from abroad.
What would they need to consider from a legal, ethical and operational perspective.
Produce a powerpoint presentation for the leadership team.

47. Group 6 What is a typical R&S Process?
Identify the typical process, produce a flow chart. Discus why a process is important. What are the consequences of not following procedure What would the potential impact be on the organisation?

48. Post Session Work Resourcing Trends
In pairs access the CIPD website and locate the Resourcing and Talent Planning Survey Report
Discuss the findings of the survey, in particular:
Which findings match your organisation.
Which do not reflect the reality in your organisation.
Discuss which findings are surprising and explain why.